Environmental, social and governance (ESG) policies are becoming ever-more important for boards and businesses across the Asia-Pacific region. As consumers demand accountability for social and sustainability outcomes, they are striving to meet their legal obligations, to generate shareholder returns and plan for the future.
Across the Asia-Pacific, we see great diversity in approaches to ESG, mostly due to the region’s great cultural, political and economic diversity. Factors such as institutional development, market efficiencies, geography, demographics and the distribution of natural resources all play important roles.
Yet, regardless of differences, ESG is considered to be a key indicator of a company’s long-term prospects as it situates itself in a broader context – giving it ‘roots’ that wants to help with crises and adapt to new conditions.
Thesis go beyond a company’s ‘social license’ to operate and include search factors as brand reputation, compliance with legal requirements (for example, eliminating loss, reducing emissions and protecting private data) and a board’s perceived effectiveness and reliability.
Different countries, different systems
Developed regional economies, for example, Australia and Singapore, benefit from high governance standards, well-established legal frameworks, accountable political institutions and empowered civil institutions.
Other economies may have different characteristics and ownership structures, which impact on governance and ESG effectiveness – both positively and negatively.
State-owned enterprises may be responsible for questions about management accountability, efficient capital allocation and employee incentives.
Family-owned enterprises may be subject to questions about governance, relationship-party transactions and relationships with government.
In both cases, however, there are benefits as well as concerns. For example, organisations are likely to be less interested in making immediate cash returns (more likely to engage in high-risk behavior) a greater sense of social responsibility (which can translate into good governance and more effective ESG outcomes).
Similarly, it would be unwise to make assumptions about governance and ESG without having detailed knowledge of the company in question. As equity specialists Martin Currie note, for many companies “not disclosure” does not always mean ‘not doing’. Progressive policies on shareholder rights, remuneration, board independence and tenure may be in place, but hidden by lower levels of transparency “.
Across the region, ESG and corporate governance, to promote and improve our reputation and market position.
ESG and finance
Significantly, ESG is an indicator of overall company performance. A recent report from the Hong Kong Green Finance Association (HKGFA) and CECEP Environmental Consulting Group Ltd. (CECEP) found that “70% of respondents believe that they have greater comparative advantages and are more competitive in the marketplace with their peers,” while more than 90% said they had already incorporated ESG into their corporate governance or considered incorporating ESG into their corporate governance practices over the next three years “.
Environmental sustainability is a significant concern for many countries in the Asia-Pacific. Hong Kong’s emerging green bond market. The HKGFA aims at becoming a global finance market, facilitating and creating opportunities for investment projects across the region. In May this year (2019) Hong Kong’s government issued a USD $ 1 billion green bond, which will finance sustainable development and public works in the city-state.
ESG and good governance. But how to unlock them?
Modern Governance is the key
How, then, can you take advantage of ESG’s emergence as a success factor and performance indicator? The key read in governance – specifically, in modern governance . Modern Governance is an approach based on deploying a unified technology platform to enable secure and comprehensive corporate governance.
By making board papers, voting, vetting, document sharing, messaging, collaboration and other aspects of management board available through a simple, secure, cloud-based, mobile- platform, boards will be better able to monitor important initiatives around environmental sustainability, business management, company culture, financial performance, strategic objectives and more.
Better yet, a Comprehensive Modern Governance Platform should include analytics and other data-gathering and data-handling capabilities. These enable companies to take a proactive approach to governance, discovering connections and revealing business opportunities.
Regardless of your organisation’s ESG maturity, Modern Governance can help you unlock its benefits. Contact Diligent today to find out more.
Board Portal Buyer’s Guide
With the right Board Portal software, a board can improve corporate governance and efficiency while collaborating in a secure environment. With lots of board portal vendors to choose from, the whitepaper contains the most important questions to ask during your search, divided into five essential categories.
June 28, 2021
Automation and ESG: Increasing Efficiency, Expanding Visibility and Empowering Insight
Today’s stakeholders have more questions than ever for corporate boards about “doing well and doing good.” Does the company’s environmental record align with current regulations and sustainability best practices? Are any red flags looming in terms of supply chain management or worker health and safety? How do the board’s…
May 10, 2021
The 5 Critical Steps to Success in Setting an ESG Strategy
Environmental, social and governance (ESG) considerations have come to the fore in recent years. Companies that may not have known what ESG stands for several years ago are now routinely implementing ESG strategies to address their impact on ecology and the communities where they operate, and their broader…
February 9, 2021
Governance Trends Shaping 2021: 4 Priorities to Drive Success
The COVID-19 crisis, new workplace paradigms, extreme climate change, political and economic volatility, and urgent calls for racial justice have driven a shift to virtual operations. This shift, alongside a move to stakeholder-centric capitalism, has elevated “digital resilience” to a core focus among leadership. These principles must now be translated…