多年来，ESG在大多数首席信息官(CIO)的战略计划中不过是一个次要的项目或附带的项目。但消费者观念的变化和投资者审查的加强，已将ESG以及科技在其中的作用，推上了议事日程的首位，公司战略取决于它。
ESG是许多技术领导者的新领域，迅速跟上形势至关重要。在联想(Lenovo)最近进行的一项调查中，45%的受访者表示，CIO应该在执行企业ESG使命方面发挥关键作用。虽然ESG的范围当然比环境可持续性要广泛得多，但随着美国证券交易委员会(SEC)开始制定规则，要求上市公司最早在2024年披露其排放数据，对速度的需求尤其突出。如今，对于许多首席信息官来说，第一个问题往往是：我应该从哪里开始?
Avery Dennison公司的高级副总裁兼首席信息官Nick Colisto有一些想法。自从他加入公司以来，ESG一直是他的优先事项，该公司设计和制造各种标签和功能材料，如胶带和粘合解决方案。仅在过去几年里，他的团队就推出了一个网络应用程序，为循环利用废纸和电影标签衬垫的项目提供动力。该团队还开发了一个企业级系统，用于跟踪ESG指标，如范围1和2的温室气体排放，该公司的可持续发展报告定期强调该系统的见解。
以下是Nick提出的几个CIO可以着手的领域，以创建一个积极的ESG议程，并预测合规要求：
一、首席信息官（CIO）需要先找到具有ESG政策知识的人，然后再为成功建立可持续发展领导
Nick说，一个专注于数据如何推动企业议程，同时满足相关ESG政策和指导方针的可持续发展专家是必不可少的。“数据对于现代ESG战略至关重要，如果你一直在争夺公司共享ESG资源的时间，你将无法取得任何可观的进展。”
Nick说，如果你的求职之路归结为雇佣具有ESG政策知识和技术专长的人，请优先考虑前者。这样，该人员可以在涉及负责交付的技术人才之前，将ESG用例的范围缩小到那些将推动最有意义的结果的范围。
当然，找到合适的人只是成功了一半。首席信息官必须为成功建立可持续发展领导，这意味着给予他们可见性和访问权。Nick的领导是Avery Dennison可持续发展委员会的成员，在那里他可以看到企业ESG议程。他还有一项任务，就是让商界领袖为理事会推行的任何举措收集需求，然后他将这些需求转化为技术规范，并从头到尾进行跟踪。
二、在你的ESG之旅开始时，数据治理将成为你的主要关注点
数据治理对于ESG举措至关重要。至少，它将成为你ESG报告的支柱，在你的ESG之旅开始时，它将成为你的主要关注点。除了确保合规性，数据还将告知您的组织追求哪些目标以及如何跟踪这些目标。因此，您的数据质量必须是典型的。
Nick说，确保高质量的数据，首先要建立一个单一的真相来源。这在许多CIO的日程表上已经有一段时间了，但这项工作通常没有优先级，因为数据的价值相对较低，主要用于支持品牌定位和年度可持续发展报告的历史报告。Nick说:“随着投资者需要越来越详细的数据来评估与气候相关的风险，数据质量至关重要。”“完全不同的数据对ESG不适用，因为分析和报告太难了。此外，整合的ESG数据提高了运营和战略价值。”
一旦建立了单一的真相来源，就必须使用健壮的数据治理和管理策略来维护它。尼克说，一旦监管报告的范围扩大到包括范围3排放，这些政策将变得尤为重要，这些排放是公司通过其供应链、产品和合作伙伴间接产生的，尤其难以跟踪。
三、了解你的ESG目标，这些目标涉及哪些人，他们依赖哪些数据，以及哪些活动会产生影响，让你的员工觉得他们是这个过程的一部分
一旦建立了领导，并制定了明确的治理流程，下一步就是使您的数据可访问且透明。这意味着要确保任何需要数据的人都能得到数据，而且一旦他们得到了数据，就能很容易地理解数据。这个任务比听起来难，但值得你去做。如果每一份例行的合规报告都要求员工为了必要的数据而经历寻宝游戏，ESG项目就不太可能获得动力。更重要的是，人们不太可能把自己投入到一个不透明或不太了解的事业中。了解你的ESG目标，这些目标涉及哪些人，他们依赖哪些数据，以及哪些活动会产生影响，这会让你的员工觉得他们是这个过程的一部分。
我们的团队认为有四种方法可以做到这一点：
发布贵组织最看重的ESG指标的仪表板:它可能包括碳抵消、DEI评级或第三方ESG评级提供商发布的总分等指标。为了推动采用，在仪表板设计过程的早期就让各个部门的领导参与进来。
将ESG数据置于背景中，并与企业共享:ESG指标经常受到运营决策的影响。然而，做出这些决策的人往往缺乏有效分析和解释ESG数据的技能。为员工提供低代码/无代码分析工具，如PowerBI和Tableau，以帮助他们了解自己对每个指标的影响。
激励团队做出明智的ESG决策:推动ESG目标的实现需要领导者及其团队改变他们的工作方式。要做到这一点，他们需要一个理由。给予领导者激励，让他们了解公司的ESG愿景、核心指标以及每个团队在实现未来方面所扮演的角色。例如，美国银行(Bank of America)的My Environment®员工计划(My Environment®employee program)提供了许多激励措施，其中包括补偿员工电动汽车或充电器的部分成本。
如果认真应用上述原则，对企业的好处远远不止是让它们获得一张合规贴纸。Nick在Avery Dennison对ESG的关注表明，首席信息官不仅可以作为服务提供者，而且可以作为组织ESG使命的积极贡献者，并最终促进其发展。
原文：
This article was co-authored by Katherine Kennedy, an Associate at Metis Strategy.
For years, ESG has been little more than a sub-bullet or appendix slide in most CIOs’ strategy decks. But changing consumer sensibilities and heightened investor scrutiny have swept ESG, and technology’s role in it, to the top of the agenda. Corporate strategies hinge on it.
ESG is new territory for many technology leaders and getting up to speed quickly is essential. In a recent survey conducted by Lenovo, 45% of respondents said the CIO should play a critical role in executing the enterprise’s ESG mission. While the scope of ESG is of course much broader than environmental sustainability, the need for speed here is particularly heightened as the SEC moves to enact rules that will require publicly traded companies to disclose their emissions data as early as 2024. For many CIOs today, the first question often is: Where do I start?
Nick Colisto, SVP & CIO, Avery Dennison
Nick Colisto, SVP & CIO of Avery Dennison Corporation, has some ideas. ESG has been a priority for him since he joined the company, which designs and manufactures a variety of labeling and functional materials, like tapes and bonding solutions. Over the past several years alone, his team launched a web application that powers AD Circular, a program for recycling used paper and filmic label liners. The team also developed an enterprise-wide system for tracking ESG metrics, like Scope 1 and 2 GHG emissions. Insights from that system are highlighted regularly in the company’s sustainability reports.
Below, Nick suggests a few areas CIOs can start on the journey to creating a proactive ESG agenda that anticipates compliance requirements:
Dedicate a sustainability leader to the CIO organization
A dedicated sustainability expert focused on how data can drive the enterprise agenda while satisfying relevant ESG policies and guidelines is essential, Nick says. “Data is essential to a modern ESG strategy, and you won’t make strides of any respectable length if you’re constantly fighting for the time of the company’s shared ESG resource.”
If your search comes down to hiring someone with ESG policy knowledge versus technical expertise, prioritize the former, Nick says. That way, the person can narrow the scope of ESG use cases to those that will drive the most meaningful results before involving the technical talent responsible for delivery.
Of course, finding the right person is only half the battle. CIOs must set sustainability leads up for success. That means giving them visibility and access. Nick’s leader sits on Avery Dennison’s sustainability council, where he has visibility into the enterprise ESG agenda. He also has a mandate to engage business leaders to collect requirements for any initiative the council pursues, which he then translates into technical specifications and tracks from start to finish.
Focus on data governance
Data governance is vital to ESG initiatives. At minimum, it will form the backbone of your ESG reports, which will command much of your focus at the start of your ESG journey. In addition to ensuring compliance, data will also inform which goals your organization pursues and how it tracks them. Thus, the quality of your data must be exemplary.
Securing that high-quality data, Nick says, starts with establishing a single source of truth. This has been on many a CIO’s docket for a while. But the work often is not prioritized because the value of the data was relatively low, used mostly for historical reporting to support brand positioning and annual sustainability reports. “As investors demand increasingly detailed data to assess climate-related risk, data quality is critical,” Nick says. “Disparate data will not work for ESG as it’s too difficult to analyze and report on. Also, consolidated ESG data has increased operational and strategic value.”
Once a single source of truth has been established, it must be maintained with robust data governance and management policies. These policies will become especially critical once the scope of regulatory reporting expands to include Scope 3 emissions. Whose a company generates indirectly, through its supply chain, products, and partners, which are particularly hard to track, says Nick.
Drive accessibility and transparency
Once a lead has been established and a clear governance process put in place. The next step is to make your data accessible and transparent. That means making sure anyone who needs the data can get their hands on it and, once they do, easily understand it. That task is harder than it sounds, but it’s worth your while. ESG programs are unlikely to gain momentum if every routine compliance report requires employees to endure a scavenger hunt for the necessary data. More importantly, people are less likely to invest themselves in a cause that is opaque or poorly understood. Knowing your ESG goals, who they involve, what data they rely on. And what activities will move the needle will make your employees feel they are part of the process.
Our team sees four key ways to do this:
- Publish a dashboard of the ESG metrics your organization values most: It might include metrics such as carbon offset, DEI ratings, or aggregate scores published by a third-party ESG rating provider. To drive adoption, involve leaders from various departments early in the dashboard design process.
- Contextualize ESG data and share it with the enterprise: ESG metrics are frequently affected by operational decisions. Yet, the people making those decisions often lack the skills to analyze and interpret ESG data effectively. Provide employees access to low/no-code analytics tools such as PowerBI and Tableau to help them understand their impact on each metric.
- Incentivize teams to make ESG-smart decisions: Moving the needle on ESG goals requires leaders and their teams to change the way they work. To do that, they need a reason. Give leaders incentives to get smart on the company’s ESG vision, the core metrics, and the role each team plays in realizing the future. For instance, Bank of America’s My Environment® employee program offers, among many incentives, to reimburse a portion of the cost of an employee’s electric vehicle or charger.
The principles above, when applied in earnest, can do much more for companies than simply earn them a sticker for compliance. Nick’s focus on ESG at Avery Dennison demonstrates the central role CIOs can play in asserting IT’s role not only as a service provider. But also an active contributor to an organization’s ESG mission and, ultimately, its growth.
本文由数字化转型网翻译而成，作者： Michael Bertha；翻译：数字化转型网郑亚茹；审核翻译：数字化转型网默然。
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