ESG: environmental, social, governance

ESG Reporting & Insights

What confidence do you want to offer stakeholders about ESG and what control do you, as an organization, want to have over these insights? Creating reliable data and translating it into insights is a challenge. 

We set up robust data processes and systems so that ESG information becomes verifiable. Which ESG data are needed for this, where can these data be found within the organization and which systems can be used to control them? Naturally, we also know exactly what European regulations, such as the EU taxonomy and CSRD, entail and how you implement them.

ESG reporting thus transcends the level of pure reporting and becomes part of both the strategy and the realization of your organization's strategy: who are we, what do we stand for and where do we want to go?

ESG Strategy & Value Creation

Companies integrate ESG into their strategy to remain relevant to the market they operate in and as well as society. Reporting or complying with legal requirements is no longer enough. What does ESG mean tous? Where are the pain points? Why do we want to address them? What does our long-term value creation model look like in the sustainable economy? How are our customers' needs changing and what products and services do we want to offer? These are the questions you need to answer to be resilient and resilient as an organization. 

PwC helps answer these questions. Together we translate them into a concrete ESG strategy to create value. We do this from in-depth industry knowledge, because change through ESG actually means something different in every industry.

ESG Transformation & Implementation

An ESG strategy within the overarching corporate strategy is no longer enough. Fleshing out an integrated strategy requires a targeted transformation, both of the primary business process and the supporting processes. A complete ESG transformation can result from a deal or a new strategy, but also from changed reporting requirements or from ongoing efforts to redefine and reengineer processes.

The acceleration now required from a legislation perspective and the ask for change from stakeholders compels entrepreneurship. Successful parties see opportunity because of the direction the world is now taking. Companies are forced to make the ESG transition or feel the need themselves to increase their viability. Whether the motivation is intrinsically driven or imposed by external risks and legislation, the consequence is identical: there is work to be done.

What we ourselves are doing about ESG

Like our clients, PwC is going through a transformation process. Each day we are putting all of our efforts into growing in the ESG field. 

We are working hard to achieve that goal. For example, we have integrated four sustainable development goals into our business processes and strategy and are working with a large team to achieve gender equality, decent work, reduce inequality and take climate action. 

In addition, as PwC we have a global ambition to operate ‘net zero’ by 2030. This means  we will reduce our absolute emissions to the maximum, with a minimum of fifty percent. We compensate for the remainder by, among other things, planting new forests to remove more CO₂ from the air. Of course, we also apply our knowledge and expertise pro bono to impact-first organizations striving to solve environmental or social issues.