Las diez principales tendencias ‘S’ en ESG para observar en 2021

POR: ELIZABETH FREELE – ESPECIAL PARA THE NORTHERN MINER  13 DE ENERO DE 2021

A medida que la ola ambiental, social y de gobernanza (ESG) continúa creciendo en todo el mundo, muchos se preguntan qué depara este año. Según Blackrock, el administrador de activos más grande del mundo, los inversionistas planean duplicar sus asignaciones a inversiones sostenibles durante los próximos cinco años, y el 20% dice que Covid-19 está acelerando esas asignaciones.

La pandemia ha intensificado enormemente la creciente preocupación social por la creciente desigualdad y los impactos negativos de la actividad humana en nuestro planeta. Invertir en el bien para el planeta y la sociedad es ahora un tema central, y la demanda de divulgación transparente sobre el desempeño de ESG no cesa. Más de la mitad de los inversores institucionales buscan empresas para revelar más detalles sobre sus factores sociales o «S», según la Encuesta anual de inversión responsable de RBC Global Asset Management.

Este año, la esquiva “S” en ESG mantiene su posición de suma importancia en la industria minera, como vemos una vez más. License to Operate ocupa el primer lugar en el informe anual de EY sobre los 10 principales riesgos y oportunidades comerciales de minería y metales. Entonces, ¿a qué aspectos “S” debería prestar especial atención y prepararse la industria minera en 2021 para mejorar la aceptabilidad social de la industria y atraer el capital que necesita para prosperar de manera sostenible?

Aquí hay una lista de los diez principales temas «S» en los que las empresas mineras deben centrarse:

1. Compensación ejecutiva

Ya, más de dos tercios de los inversores quieren que el salario de los ejecutivos esté vinculado a las iniciativas de ESG, según Edelman, una firma de consultoría de marketing y relaciones públicas, y el número de empresas que toman medidas en este frente está aumentando, según una encuesta de Willis Towers Watson. , empresa multinacional de gestión de riesgos, intermediación de seguros y asesoría. La mitad de los inversores esperan que la junta directiva de una empresa supervise «los problemas sociales en su comunidad local». A medida que aumenta la responsabilidad del liderazgo por el desempeño social (en lugar de simplemente dividirse en equipos de relaciones externas y participación comunitaria), también lo hace la presión para vincular la sostenibilidad más amplia y el desempeño ESG con la remuneración de la alta gerencia.

2. Incorporación del desempeño social

Además de la responsabilidad de la alta dirección, aumentan las expectativas de que las empresas maduren su enfoque, a menudo aún aislado, del desempeño social. Pasando de la gestión del riesgo de activos y la filantropía a nivel de la comunidad, las empresas deberán adoptar un enfoque integrado, en el que se considere una amplia gama de intereses internos y externos de las partes interesadas y se incorpore plenamente a la estrategia empresarial.

3. Del objeto social al objeto del inversor

La presión del “propósito social” que el mundo empresarial ha estado sintiendo en los últimos años también está penetrando directamente en el espacio de los inversores. La tendencia se traducirá en un mayor escrutinio de las empresas por parte de los inversores, un peso creciente asignado a los ESG en las decisiones de inversión y un análisis cada vez más sofisticado y holístico del desempeño social de las empresas.

4. Promover un entendimiento común

Continúan los avances en la armonización y estandarización de los marcos ESG y los estándares de información a nivel mundial. La visión de la convergencia podría materializarse tan pronto como a fines de 2021, según Janine Guillot, directora ejecutiva del Sustainability Accounting Standards Board (SASB), que requerirá que los datos ESG sean más consistentes, comparables y oportunos, y eliminarán un la capacidad de la empresa para «jugar» con las métricas, clasificaciones y calificaciones que hayan sido más convenientes hasta la fecha. Sin duda, se mejorará la resistencia general del mercado y la sostenibilidad empresarial a largo plazo, pero la medida también mejorará el campo de juego, lo que representa un desafío para algunos.

5. Equidad, diversidad e inclusión (EDI) se vuelve material

Impulsado por movimientos sociales como Black Lives Matter y Me Too, y ahora evidenciado por acciones como la reciente presentación de NASDAQ SEC (según la cual la mayoría de las empresas que cotizan en bolsa deberían tener al menos una mujer y al menos una persona que se identifique como minoría subrepresentada o LGBTQ en su directorio), podemos esperar un mayor enfoque en EDI, particularmente en los informes de equidad salarial y la diversidad de la alta gerencia. Tenga en cuenta que esta es posiblemente el área «S» más rezagada de la industria minera. Actualmente, nueve de cada diez inversores creen que los datos sólidos de diversidad e inclusión tienen un impacto positivo en el precio de las acciones, y siete de cada diez ya aplican activamente criterios de selección de exclusión basados ​​en estos datos, según el Informe especial del Barómetro de confianza de Edelman 2020: inversores institucionales. Un ejemplo reciente destacado es Adobe, que en diciembre de 2020 se convirtió en la primera compañía de tecnología en los Estados Unidos en divulgar datos de brecha salarial de género promedio no ajustados, una medida más estricta, en respuesta a la presión de los inversores. La compañía deberá hacer lo mismo con respecto a su brecha salarial racial antes de 2022.

6. Derechos que ascienden en la agenda

En la actualidad, más de las tres cuartas partes de las empresas que cotizan en bolsa más grandes del mundo en el sector extractivo ni siquiera obtienen el 50% en el índice de referencia de derechos humanos corporativos 2020 (un parámetro transparente y comparable, que mide el desempeño en derechos humanos de las empresas que cotizan en bolsa más grandes de Estados Unidos). el mundo a través de 100 indicadores, basados ​​en estándares internacionales y específicos de la industria sobre derechos humanos y conducta empresarial responsable, incluidos los Principios Rectores de las Naciones Unidas sobre Empresas y Derechos Humanos (UNGP). Mientras tanto, el listón de las mejores prácticas en materia de derechos humanos sigue aumentando, se están adoptando más normativas ESG en todo el mundo y se amplía la conciencia pública y el consumismo consciente. La pandemia ha puesto de manifiesto y exacerbado las debilidades sistémicas de los derechos humanos y las malas prácticas en las cadenas de valor mundiales y, sin duda, podemos esperar que se preste más atención a ellos. La atención se centrará en las empresas que demuestren tanto la voluntad como el compromiso de tomar en serio los derechos humanos y de mejorar la diligencia debida en materia de derechos humanos. Las áreas de enfoque particular incluirán trabajo, salud comunitaria, mineros artesanales, patrimonio cultural, acceso comunitario al agua, derechos a la tierra, derechos indígenas, consentimiento libre, previo e informado (CLPI) y título nativo.

7. Contribuciones a la prosperidad generalizada y la resiliencia de la comunidad

Aunque todavía se mantiene mucho el enfoque de ESG en la detección negativa, impulsado por el reconocimiento de riesgos materiales y de reputación amplios, ahora estamos siendo testigos de una maduración hacia la valoración y cuantificación del impacto social positivo para generar un cambio positivo deliberado. Covid-19 y sus consecuencias económicas ya han deshecho décadas de progreso en el desarrollo humano a nivel mundial, y la presión sobre las empresas para impulsar soluciones duraderas a los grandes desafíos sociales de la humanidad aumentará, junto con la popularización progresiva de vehículos de inversión de impacto como los bonos sociales y los fondos negociados en bolsa temáticos. y fondos mutuos. La oportunidad de la minería para lograr un impacto a nivel comunitario es especialmente profunda, ya que la industria opera en algunos de los rincones más remotos del mundo.

8. De la presentación de informes corporativos al desempeño directo

Se está presionando para pasar de los compromisos y procesos asumidos a nivel corporativo a los impactos y resultados sobre el terreno. Veremos que el escrutinio gradualmente se reduce a lo que sucede día a día a nivel de activos o proyectos, con los ojos puestos en el «hacer» mundano y poco glamoroso, no en los bonitos informes corporativos de sostenibilidad. Espere que los íconos llamativos y coloridos de los Objetivos de Desarrollo Sostenible (ODS) en esos informes ya no sean suficientes. Prepárese, por ejemplo, para los indicadores clave de desempeño que examinan acciones incrementales tangibles para el progreso material de los ODS.

9. Oportunidad para distinguir entre empresas, no industrias

No es necesario pintar toda nuestra industria con un solo pincel negativo. La industria minera es el hogar de algunos grandes actores ESG, que adoptan estándares como la Iniciativa para la Minería Responsable, la Marca de Cobre, los Estándares de Desempeño de la Corporación Financiera Internacional, los Principios Rectores de las Naciones Unidas y el Proceso de Aseguramiento de Minerales Responsables, mientras que algunas empresas no han comenzado su viaje todavía. Muchas juntas directivas y C-suites aún no se han dado cuenta de la oportunidad emergente. Mientras tanto, existe un grupo de capital grande y en rápido crecimiento que busca un hogar con un sólido desempeño de ESG que satisfaga las necesidades de recursos minerales actuales y futuras del mundo.

10. Distinción entre indicadores adelantados y rezagados

Ya un lugar común en muchas estrategias de planificación de la sostenibilidad, veremos los dos tipos de indicadores de desempeño social, adelantados y rezagados, por separado, con un mayor énfasis en los indicadores adelantados. Cuando se trata de ESG, se espera que las empresas miren cada vez más a la carretera que tienen por delante, a través del parabrisas, no a la carretera recorrida en el espejo retrovisor.

El mundo ESG es, sin duda, un campo de juego desigual, con diferentes jurisdicciones e inversores que exigen diferentes estándares. Sin embargo, las tendencias macro y micro apuntan ampliamente a los puntos anteriores. Covid-19 se ha presentado de forma inherente como un problema «S», enseñándonos claramente cuán interconectados están la salud humana, el medio ambiente y el bienestar de nuestras economías. Tome medidas ahora, no solo para cumplir mañana, sino para hacer del desempeño social su verdadera ventaja competitiva en un mundo volátil, y disfrute de los beneficios comerciales y la resiliencia que genera el buen desempeño social.

Y aunque sus métricas son importantes (y lo serán cada vez más), recuerde que “el mapa no es el territorio”: conozca las limitaciones de sus datos, a medida que incorpore gradualmente métricas de desempeño social en la toma de decisiones de su negocio. Existe una tendencia a asumir que las buenas métricas de ESG significan que tiene una buena sostenibilidad o desempeño social, lo cual no es necesariamente el caso. Las métricas no constituyen ni reemplazan la cultura del lugar de trabajo, el conocimiento de los profesionales, el bienestar de los empleados, la confianza y el respeto mutuos o las relaciones humanas auténticas, que forman la columna vertebral del desempeño social de su empresa. De hecho, esto es aún más crítico de tener en cuenta durante esta era de distanciamiento social forzado, donde el compromiso cara a cara, que fomenta la confianza y construye relaciones, se ha vuelto aún más desafiante.

Sus métricas de ESG son un medio para un fin, no el fin en sí. El «fin» es una industria en la que la «licencia para operar» no figura en nuestras listas de los 10 principales riesgos comerciales. El fin es una empresa que es socialmente aceptable y responsable, haciendo del mundo un lugar objetivamente mejor. Es una empresa en la que los empleados más talentosos están orgullosos de trabajar, las comunidades están orgullosas de tener en su patio trasero y los inversores están orgullosos de invertir en ella, impulsando de manera rentable nuestro futuro más brillante.

– Elizabeth Freele es una capitalista consciente, emprendedora futurista, consultora de gestión e inversora de impacto dedicada a construir mejores negocios en el mundo. Es la fundadora y directora ejecutiva de 4P-Solutions Inc.

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    9. By ordering mailing by contact forms, you are promoting your service or product not to separate people, but to collectives, for instance domain .com, where more than one hundred and fifty million commercial businesses from all countries of the world are accumulated (we have samples of them from international zones for every state).

    10. Mailing by feedback forms also includes a subtype of SMS mailing
    E-mail address that is linked to the feedback form is the main email of firms through which applications and commercial offers are sent. This mail is also set up for phones as it is necessary to respond to the information instantly so as not to misplace the order or the relevance of the commercial offer.

    11. The base of countries also includes all joint organisations from all countries closely related to or working with this country, for instance, diasporas and national communities.
    Ban, sanctions of mail systems and search engines?
    These mailings are an alternative to sending bulk e-mails, therefore search engine sanctions and «Ban» do not apply to them.
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    OUR DATABASES:
    You can purchase our databases separately from the mailing by sending us a enquiry by contact form.

    MORE THAN 2000 VOIS DATABASES BY DOMAIN ZONES AND COUNTRIES.

    COLLECTIONS OF DATABASES BY THE MAIN CONTINENTS.

    SELECTIONS OF DATABASES BY THE MAIN LANGUAGES.

    COLLECTIONS OF DATABASES BY THE MAIN CMS.

    COLLECTIONS OF DATABASES BY THE MAIN COUNTRIES OF THE WORLD.

    HOW TO MAKE AN PROMOTIONAL OFFER FOR MAILING BY CONTACT FORMS:
    The simplest text + headings, the main goal is to interest the customer, and they will read the rest on your website.
    Most likely, all ads on your subject are already on the Internet, use the search bar and choose the most suitable ones.
    The headings are substituted replacing each other from text file.
    Only messages in the text form are sent, links are inserted without problems, they are all «clickable». If the potential customer needs pictures or more specific information, then you should forward the customer to visit your site.

    In the letter:
    Text without pictures, since pictures do not pass through the contact form.
    Your contact details:
    Internet resource address:

    Fields to fill in:
    Name:
    Country:
    City:
    Internet resource:
    Several headings:
    E-mail for autoresponces:

    website =» xn—-7sbb1bbndheurc1a.xn--p1ai
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