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Yes, using ESG-SmartBoard you will automatically be able to see the real time progress of your esg goals. Your company will therefore be able to react on the way in order to make sure that you will fulfil your goals.

Using ESG-SmartBoard it will automatically collect all your data using robotics (RPA). This means that it doesn’t matter that you have all your data from multiple sources.  Because of rpa, you won’t have to make a long and expensive integration. Afterwards, our advanced software will then use the given data, to make a customised ESG report, depending on what is relevant for the individual user.

Generel ESG questions

ESG reporting has become an essential factor for companies all around the world. The reports covering environmental, social and governance have become a tool to attract potential investors and financing. Companies want to be ethical and responsible, but also shine in the eyes of the public and stand above the competition. Reporting your performance you can make that happen with Esg-Smartboard, and continuously improve your stats.


Looking at the difference between ESG and CSR, the ESG reports aspire to be a set of revelation standards where different companies communicate sustainability initiatives. The attraction of investors uses the ESG report to decide on their investments. Compared to CSR, corporate social responsibility is a business model where the company’s activities strengthen the world around them.


ESG reporting has become an important factor as the European Commission has proposed a new rule for ESG reports which will become effective from 2023. The new rule has been estimated to affect around 49.000 European companies. It will apply to companies that meet two of the three conditions: more than 250 employees, revenue with a minimum of €40 million and the third a minimum balance sheet total €20 million. From the start of 2023, these companies will have to start making their ESG reports, and we have the solution for you!


Overall can ESG reporting standards be divided into 3 groups:


How are you organisation working on to improve the environment which inclucdes some of the main factors:

  • How are your company trying to reduce carbon emission and combat the climate change?
  • How are you trying to combat the biodiversity loss, pollution, energy efficency, deforestation and water management.


The social aspects in a orgnastion mainly focuses on diversity, equity and inclusion (DEI). 


Overall is governance main focus to enhance corporate governance. 


The E in ESG stands for Environmental factors. This criteria looks at how an organization manages its impact on the natural environment and resources, such as renewable energy sources, production processes or waste management practices. When assessing this criterion, investors will look at a company’s commitment to reducing carbon emissions or minimizing water usage.


The S in ESG stands for Social factors. This criteria looks at how an organization manages its relationship with people who are related to it (employees, customers and suppliers) as well as those who are impacted by it (communities). Investors use this criterion to assess a company’s compliance with laws regarding human rights and labor regulations, customer privacy practices and ethical marketing campaigns.


The G in ESG stands for Governance factors. This criteria examines how decisions are made within a company – from board composition through decision-making processes around risk management and executive pay policies – to evaluate whether companies have sufficient controls in place to protect shareholders from mismanagement or potential misconduct. Investors use this criterion to determine if a company’s internal processes are properly structured and adhere to good governance principles such as transparency and accountability.


Collecting accurate data about an organization’s environmental, social and governance practices can be challenging – particularly since information is often dispersed among various entities inside and outside of an organization. To ensure that data collected is comprehensive and reliable, stakeholders should consider collecting information directly from primary sources (e.g., public documents such as audited financial statements), secondary sources (e.g., industry publications), third party verification services (e.g., reputable rating agencies), external databases (e.g., corporate registry databases) or surveys conducted internally or externally by experts/consultants whenever available/applicable. Additionally, companies should ensure that all data collected is organized systematically so that it can easily be accessed by stakeholders who require it and updated accordingly on an ongoing basis either manually or automatically using technology solutions such as AI/ML algorithms built into their risk management systems or other platforms specifically designed for managing ESG metrics/reporting requirements efficiently over time.


The benefits of ESG reporting include increased transparency and accountability improved risk management better decision-making and enhanced reputation and brand image. It also allows companies to identify areas where they can improve their environmental social and governance practices.


To ensure accuracy companies should have a robust internal control system in place and conduct regular audits or assurance of their ESG data. It’s also important to have clear definitions and methodologies for measuring and reporting ESG performance.


The frequency of ESG reporting varies with some companies issuing reports annually while others issue them semi-annually or quarterly. It’s important to ensure that the report is updated frequently enough to remain relevant and accurate but not so frequently that it becomes burdensome. That is why ESG-Smartboard is a great solution, the robot will automatically update it 24/7 and all you need to do is simply look at your performance.


Some best practices for ESG reporting include setting clear and measurable goals integrating ESG considerations into business operations engaging with stakeholders and using recognized ESG reporting frameworks or standards.


There are several common mistakes that companies make when reporting on their environmental social and governance (ESG) performance. Some of these include:

  1. Lack of transparency: Many companies fail to provide enough detail or information on their ESG performance making it difficult for stakeholders to understand their impact.
  2. Inconsistency: Companies often use different metrics or reporting frameworks making it difficult to compare their performance to that of other companies or industry standards.
  3. Greenwashing: Some companies exaggerate or misrepresent their ESG performance in order to appear more sustainable than they actually are.
  4. Focusing only on environmental issues: Some companies focus too heavily on environmental issues and neglect social and governance issues.
  5. Lack of materiality: Companies often report on ESG issues that are not relevant to their business or do not have a significant impact on their performance.
  6. Not linking ESG to financial performance: Some companies do not connect their ESG initiatives to their financial performance and do not show how sustainability can drive profitability.
  7. Not involving stakeholders: Companies often fail to involve stakeholders in the development and implementation of their ESG strategy.

To improve a company’s ESG score companies should set clear and measurable goals integrate ESG considerations into business operations engage with stakeholders and use recognized ESG reporting frameworks or standards. Continuously monitoring and assessing performance is also important.


Some popular ESG reporting frameworks include the Global Reporting Initiative (GRI)

Standards the Sustainability Accounting Standards Board (SASB) and the Task Force on Climate-related Financial Disclosures (TCFD).


Key components of ESG reporting include environmental social and governance performance along with a description of the company’s strategy and actions in these areas.


To get started with ESG reporting companies should conduct a materiality assessment to determine which ESG issues are most relevant to their business set clear and measurable goals and develop a plan for reporting and disclosing performance.


Common challenges with ESG reporting include lack of data and metrics difficulty in measuring performance and resource constraints.


To make an ESG report more impactful companies should focus on clear concise and accessible communication highlighting key performance indicators and progress and providing context and background information on the company’s ESG strategy and actions.


ESG (Environmental, Social, and Governance) reporting has gained significant attention in recent years with many EHS professionals and business leaders seeking to understand its significance. The primary drivers behind the increased interest in ESG are investment and management.

In terms of investment a growing body of research and data suggests a correlation between higher ESG maturity and better financial performance. For example a 2020 study conducted by Harvard University found that companies with higher levels of ESG performance tend to have a better return on investment and lower volatility in business performance. This is due to the fact that companies with high ESG maturity have better risk management and avoid significant events that can disrupt business continuity and undermine share prices.

In terms of management higher ESG maturity leads to improvements in overall business management. This is because companies that achieve ESG maturity have improved engagement with all stakeholders leading to a wider pool of good ideas for driving better management and business strategies. Additionally corporate governance which is a measure of how well a business is managed is an essential component of ESG. Companies that establish ESG maturity have ethical practices sound financial incentivization plans and cybersecurity programs in place all of which contribute to better management.

To sum up companies that build successful ESG programs are better positioned for financial success have better overall management and are more agile in responding to external challenges and pursuing new opportunities. This is evident in the current economic and social disruptions caused by the COVID-19 pandemic where companies with mature ESG programs have a better chance of weathering the challenges and capitalizing on opportunities. Implementing ESG practices can also lead to cost savings in areas such as energy consumption and waste management improved access to loans and venture capital and better corporate governance and stakeholder engagement.


There are indeed regulations in place that address various aspects of ESG. Environmental Health and Safety (EHS) regulations in particular are a significant compliance obligation for companies. In the United States for example the Occupational Safety and Health Administration (OSHA) issues regulations regarding workplace safety such as the Hazard Communication Standard and the Recordkeeping Standard which apply to most employers covered by the Occupational Safety and Health Act of 1970. These regulations require employers to maintain safety data sheets have a written Hazard Communication Plan and provide training for employees working with hazardous chemicals among other requirements. Similarly in Canada the Workplace Hazardous Information System (WHMIS) Standard for chemical hazard communication and provincial worker’s compensation board regulations for reporting occupational injuries and illnesses are also in place. Environmental regulations can also create significant compliance burdens for companies particularly those with large complex facilities using bulk quantities of chemicals. These companies may be subject to regulations such as the Major Source/Title V air emissions permit from the Environmental Protection Agency (EPA) in the United States the Risk Management Plan (RMP) rule the Process Safety Management (PSM) rule and hazardous waste management requirements among others. The European Financial Reporting Advisory Group (EFRAG) has issued draft ESG disclosure standards in response to the European Commission’s proposal for a Corporate Sustainability Reporting Directive (CSRD). The CSRD updates and expands the current EU framework for sustainability reporting, the Non-Financial Reporting Directive (NFRD), by requiring all large companies and those listed on regulated markets to disclose more detailed information and submit to an audit. EFRAG has been tasked with developing these new standards, and has published their first draft in 2022. These standards will require many European companies to begin submitting ESG disclosures that are more detailed than current requirements and address various aspects of environmental, social, and governance factors.

Furthermore regulations are continually evolving which means that companies must stay informed of proposed changes and be ready to meet shifting requirements. Additionally global regulations are increasingly targeting ESG disclosures. For example the Securities and Exchange Commission (SEC) in the United States has proposed a rule that would significantly expand disclosures required of public companies including information on governance of climate-related risks material impacts on business and financial performance and the impact of climate-related events on specific line items within the company’s financial statements.


As an EHS professional you may be tasked with managing your company’s ESG programs or may be seeking professional development opportunities in the field. To effectively manage ESG projects it is important to first master the foundational responsibilities of EHS such as investigating injuries developing and tracking corrective actions managing safety meetings and training inspections and chemical management and hazard communication. These tasks are essential in maintaining a safe and healthy work environment and without the proper tools or support it can be challenging to take on additional ESG projects.

One way to streamline your EHS tasks is by utilizing modern EHS software. These software solutions can help you share responsibility for your most important EHS tasks streamline your chemical and SDS management and give you seamless access to your data making it easier to assess your performance and make better decisions. By automating these processes you will have more time and resources to focus on your ESG initiatives.

Once you have efficient ways of managing EHS you can begin to take the next step toward ESG maturity. The next step is to identify your stakeholders. Stakeholders include anyone who affects is affected by or perceives themselves to be affected by your company’s actions including the executive team front-line workers temp and contracted workers suppliers distributors value chain partners community organizations and regulatory bodies. Carefully determining who has information relevant to your current and future ESG performance is crucial in order to foster relationships and communications with those parties. This step is important because it forms the foundation for conducting a materiality assessment which will help you identify the most significant ESG issues facing your company and prioritize your efforts accordingly.

Once you have identified your stakeholders and conducted a materiality assessment you can begin to develop and implement strategies to address your company’s ESG performance. This may involve setting goals developing action plans and implementing systems to track and report on your progress. It’s also important to engage your stakeholders throughout the process to ensure that your efforts are aligned with their concerns and priorities.

Overall managing ESG programs requires a holistic approach that takes into account the needs and perspectives of all stakeholders as well as the specific ESG issues facing your company. By mastering the foundational responsibilities of EHS utilizing modern EHS software and carefully identifying and engaging with stakeholders you can develop and implement effective ESG management strategies that will help improve your company’s performance and build a more sustainable future.


The International Organization for Standardization (ISO) develops a wide range of global standards outlining guidelines and general practices for various areas of business management. These standards which often end with a “1,” are intended to be used by businesses for certification purposes meaning that they go through a multistep process of improving their management practices to confirm they have the elements in place required by the standard and then undergo certification audits by accredited third-party organizations. Other ISO standards that do not end in a “1” can be used for guidance purposes often in conjunction with a major standard.

Two relevant ISO standards in the EHS and ESG worlds are ISO 14001 and ISO 45001. ISO 14001 is the international standard for Environmental Management Systems (EMSs) while ISO 45001 is the international standard for Occupational Health and Safety (OH&S) management systems. Both standards have a few traits that make them useful as roadmaps for navigating the pathway from EHS to ESG. For instance they task an organization with looking at the full context of their operations to determine factors that can affect their environmental or OH&S performance. ISO 45001 additionally stresses the importance of “consultation and participation” of all workers not just managerial-level employees. These are important preparations for identifying and engaging stakeholders. Both standards also stress the importance of identifying the key aspects and impacts of your operations for safety and environmental performance which dovetails nicely with and can help shape the completion of an ESG materiality assessment. Finally 14001 and 45001 provide guidance on how organizations can develop good objectives with specific numerical targets based on their assessment of aspects and impacts which is where a sound ESG strategy development process needs to start. In all these ways taking a broad view of organizational context development of efficient processes and building engagement with stakeholders these ISO standards can help an organization advance further in its path to ESG maturity.

It is important to note that earning an ISO certificate is not a guarantee that an organization has permanently conquered every obstacle and has sustainable processes for maintaining its programs. Many organizations unfortunately develop a “one and done” mindset when it comes to pursuing certifications. Once they get the certificate they frame it nail it to the wall and then let their systems erode until it’s coming time for a surveillance audit. The ISO standards themselves by contrast highlight the importance of a continual improvement process and the Plan-Do-Check-Act (PDCA) cycle which models a feedback loop of ongoing reassessment of management system components followed by making the necessary revisions.

If an organization not only goes through the process of using 14001 and/or 45001 to achieve certifications but sees its management systems as living evolving things it will probably have more success in its own ESG journey. It’s important to remember that the process of achieving ESG maturity is ongoing and requires continuous improvement and adaptation.


Materiality is an important concept to understand when it comes to Environmental Social and Governance (ESG) issues as it helps organizations identify which issues are most relevant and impactful to their operations. Essentially materiality can be thought of as a filter for determining which issues are important for an organization to focus on.

Information is considered “material” if it could influence the decision-making of stakeholders regarding the company. For example if a company operates in an industry that has a significant impact on the environment then environmental issues would be considered material.

Similarly if a company operates in a region where there are high levels of social unrest then social issues would be considered material.

The exercise of determining what issues are material to your organization is called a materiality assessment. This assessment can help organizations prioritize which ESG issues they should focus on and communicate to stakeholders based on the specific risks and opportunities that are relevant to their business.

However many organizational leaders decide to pursue specific ESG goals often based on a choice of ESG reporting framework without sitting down to figure out whether those goals are the most relevant ones for their company and their operations. This can lead to several less-than-ideal situations like over-reporting or ignoring the risks and opportunities that could make the biggest impact on your own company’s ESG performance.

In other words if you don’t start with a materiality assessment you’re letting other people who don’t know the specifics of your company determine what’s relevant for you. It makes more sense to take ownership of that yourself and conduct an assessment that captures the specific risks and opportunities for your business and sets you up for success.

By conducting a materiality assessment organizations can ensure that they are focusing on the most relevant ESG issues and that they are addressing the risks and opportunities that are most likely to impact their business. This can help organizations improve their ESG performance and better communicate with stakeholders about the steps they are taking to address ESG issues.


In the realm of Environmental, Social and Governance (ESG) considerations there are two primary ways of approaching materiality: financial materiality and impact materiality.

Financial materiality is centered on the economic value-creation for a company and its investors, and it is focused on the issues that internally impact a company’s financial performance and its ability to create economic value. This definition of materiality is adopted by the International Sustainability Standards Board (ISSB) which is an organization formed by the International Financial Reporting Standards (IFRS) Foundation. For example, in its draft standard on General Requirements for Disclosure of Sustainability-related Financial Information ISSB states that information is financially material if it is necessary to form an accurate picture of the financial health of a company and its potential value to investors.

Impact materiality on the other hand focuses on the external impacts an organization’s activities have on communities and the environment. According to the European Financial Reporting Advisory Group (EFRAG) “a sustainability matter is material from an impact perspective if it is connected to actual or potential significant impacts by the undertaking on people or the environment over the short-, medium- or long-term. This includes impacts directly caused or contributed to by the undertaking in its own operations, products or services and impacts which are otherwise directly linked to the undertaking’s upstream and downstream value chain, and not limited to contractual relationships. ”It is important to note that these two types of materiality are not mutually exclusive as some issues may create both internal financial risks and external impacts. For example, a company that has an uncontrolled release of a hazardous chemical would certainly create external impacts on the local community and could also open themselves up to regulatory violations and financial losses from civil suits. Additionally, a company with a high intensity of greenhouse gas emissions may be contributing to climate risks including severe weather events that can damage their facilities or disrupt supply chains.

The Global Reporting Initiative (GRI) refers to this concept as “double materiality,” which is the union of impact materiality and financial materiality. A sustainability matter meets the criteria of double materiality if it is material from either the impact perspective or the financial perspective or both perspectives.

One challenge is that different ESG disclosure standards use different materiality frameworks. For example ISSB’s two draft standards use an impact materiality framework while EFRAG’s draft standards use a double materiality framework. The different definitions of materiality used in different frameworks and variations in the issues that will matter most across different organizations and operating locations mean that organizations need to be agile in order to meet the evolving materiality assessment needs for their company.


When it comes to setting Environmental Social and Governance (ESG) goals it is crucial to first conduct a materiality assessment to identify the most important issues for your organization. A materiality assessment is a process of identifying and evaluating the ESG issues that are most relevant to an organization and its stakeholders. It helps to identify the most significant issues that the organization should focus on and prioritize in order to achieve its ESG goals.

Once you have a good understanding of your most important issues you can then determine your most relevant goals. From there you can get more granular and select measurable numerical “targets” to pursue and programs to achieve them. For example, if you’ve determined that you consume a higher-than-average amount of electrical energy at your operating headquarters it would make sense to make reduction of electricity usage at that facility an important goal or objective. Then you can set a numerical target such as reducing electricity usage by 10% relative to a baseline and identify a program to accomplish your objectives and targets like use of smart metering.

It’s also important to identify and track the appropriate metrics to measure your performance which shows the close connection between metrics and goals. This will help to ensure that you are on track to achieve your ESG goals and will also allow you to adjust if necessary.

It’s also worth noting that you may also find that it makes sense for your organization to base its goals at least in part on external factors such as the applicability of specific regulations to your operations or stakeholder pressure to follow specific ESG disclosure frameworks. These kinds of considerations don’t displace your own materiality assessment process as much as they add additional colour and context to it because it’s potentially broadening the pool of relevant stakeholders and the range of ESG issues to include in your materiality assessment survey.


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