CSB Proves Embedding ESG into Business Strategy is Essential for Customer Allegiance and Risk Mitigation - Stanford Social Innovation Review
—
In the face of deep-rooted social and environmental problems, companies often indicate that they can't afford to invest in solutions because they must return sufficient profits to shareholders.
In a recent article in the Stanford Social Innovation Review, CSB Director Tensie Whelan explores how CSB research proves that embedding environmental, social, and governance (ESG) concerns into business strategy is not only good for making money, but also essential to customer allegiance and risk mitigation.
Excerpt: "Corporate leaders and investors tend to track sustainability efforts in terms of non-financial metrics, often missing how good ESG practices eventually connect to the bottom line by improving the management of a business. As a result, some companies might be undervalued because their sustainability strategy isn't appreciated. And some companies might be able to become more valuable than they are—if they implemented a sustainability strategy."
To read the full article, click here.
In a recent article in the Stanford Social Innovation Review, CSB Director Tensie Whelan explores how CSB research proves that embedding environmental, social, and governance (ESG) concerns into business strategy is not only good for making money, but also essential to customer allegiance and risk mitigation.
Excerpt: "Corporate leaders and investors tend to track sustainability efforts in terms of non-financial metrics, often missing how good ESG practices eventually connect to the bottom line by improving the management of a business. As a result, some companies might be undervalued because their sustainability strategy isn't appreciated. And some companies might be able to become more valuable than they are—if they implemented a sustainability strategy."
To read the full article, click here.