ESG is the acronym of the moment! This phrase can scare those who are in charge of any corporation that has not yet started to incorporate the topic into its guidelines and corporate mission, but it should also be understood as the guiding light for opportunities to transform society, making relevant contributions to truly sustainable development.
ESG, which according to ABNT 2023:2022 [1] is the “set of environmental, social and governance criteria, to be considered in the assessment of risks, opportunities and respective impacts, with the aim of guiding sustainable activities, businesses and investments”, cannot be understood solely as guidance for private corporations.
In fact, ESG is fully applicable to institutions malaysia telegram data that are part of the Public Administration, with greater or lesser internal and external impact, in view of the objectives and purpose of each organization. It can even be said that ESG has a broad connection with the achievement and materialization of themes incorporated in socio-environmental public policies, set out in the constitutional, legal, infra-legal and strategic scope. For example, the many provisions related to ESG in Law 14.133/21 or in the State-Owned Companies Law, Law No. 13.303/16.
It should also not be forgotten that ESG is an international agenda aimed at preventing and mitigating global threats to economic development, which can have repercussions on Brazilian public and private institutions [2] . In fact, many agencies and entities of direct and indirect administration have already been internalizing ESG theory, relating their purposes to the 2030 Agenda, made official by the UN in 2015, with the Sustainable Development Goals.
But in this text we go beyond this preliminary step, that of seeking engagement. We will answer the question: “where do I start in practice?”
Following the recommended practices in ABNT 2030:2022, the steps to incorporate ESG into the organization include strategic intent, diagnosis, planning, implementation, measurement and monitoring, reporting and communication.
Strategic intent is the initial step, relating the necessary alignment of ESG to the institution's vision, purpose and guidelines. Next, it is necessary to diagnose sustainability and governance practices to identify vulnerabilities and strengths.
Planning comes next, and is one of the most important steps, as this is where the agency or entity will determine materiality and establish objectives and goals. In other words, it will define, among other aspects, which environmental, social or governance sustainability factors affect its strategy in relation to risks and opportunities; which of these factors affect the performance of the Administration; and who the interested parties are, that is, who can affect, be affected by or perceive themselves to be affected by an activity.
Determining materiality will guide the Administration on the critical issues that must be considered in the strategic management of ESG. This includes risks and opportunities related to sustainability issues that affect social, environmental and governance issues in the performance of the body or entity in its activities.
To do so, the stakeholders are identified; then the impacts and opportunities; and, finally, the process is repeated with the organization, establishing what may represent an impact and opportunity for the Administration. It is possible to extract from this the priorities of themes that will be worked on in the implementation of the ESG. This representation may change throughout the theme, according to changes in context that may affect the parameters mentioned above.
Some themes that are seen as priorities for the Administration, for example, are: 1 – environmental bias: product acquisitions and service contracts, adequate waste management, energy efficiency; 2 – social bias: diversity and equity policies and practices, relationship with the user population, contracting of outsourced services; 3 – governance bias: integrity program and anti-corruption practices, information security management, internal control.
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