T the


he subject of ESG – environmental,


social


and governance issues – has become prominent


in the media, but primarily for all


press headlines


wrong reasons. Recent concern the


climate catastrophe, including the prediction that global temperatures will exceed the 1.5° rise set out in the Paris Agreement. The media also reports on the rising tide of mental


ill-health,


misogynistic and racially abusive actions and events


and divisive taking


across societies globally. In addition, organisational malfeasance makes the news regularly with stories on issues such as tax avoidance (legal exploitation of a tax system to reduce tax liabilities) and excessive pay differentials between company bosses and workers. Despite these concerning and


depressing headlines, there are good things happening in the ESG arena. It is therefore a positive sign to see the category attracting the largest number of entries for this year’s Relocate and Think Global People Awards was Excellence in ESG. Many of the entries focused on


efforts to reduce carbon emissions, increase


recycling and improve


climate sustainability. There was also a strong focus on diversity, wellbeing and employee development, as well as charitable


initiatives addressing the social pillar of the ESG triad. place


Some firms also reported on action to improve corporate governance in relation to activities such as leadership, standards compliance and ESG monitoring. The judges for this category


engaged in lengthy conversations concerning the content and nature of the initiatives set out by the organisations that felt they truly excelled in one or more of these areas. We were impressed by the variety and depth of endeavours described by a wide range of organisations – and especially where integration of ESG activities was in evidence.


AN INTEGRATED ESG APPROACH It is important that actions taken to improve ESG affairs are linked together. This is because


to take an


true


excellence rests on an integrated approach. For example, to encourage employees


environmentally sensitive and sustainable


leadership that walks the talk; a sustainable developed


approach requires culture must be


that is practised by


those at the top. For example, a global mobility policy that suggests reductions in the use of business or first-class flights is unlikely to be welcomed and embraced when employees see top leaders not following a similar approach. With respect to wellbeing,


35


GLOBAL LEADERSHIP


ES G


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