C-Suite & BoardWhat’s Needed for Proper ESG Oversight
Group workshops or one-on-one coaching provides company-specific content that includes the business case, market trends, investor and supply chain activity, and strategies for integrated reporting.
BrownFlynn’s team of experts brings an average of 20 years’ experience to the boardroom for C-Suite or Board training on sustainability and integrated reporting. BrownFlynn’s Principals, Directors, and Senior Advisors provide business context, market and academic research, and identify drivers of value in sustainability programs. The team can also deliver company-specific benchmarking and facilitate strategic decision-making for executive teams.
Those who are tasked with oversight often need context and background for this emerging and rapidly changing field. Our team provides insight into investor expectations, best practices in sustainability management, and utilizes years of experience in sustainability to answer questions about proper governance and oversight.
This four-hour session provides an orientation to the newly released GRI Standards. Learn the changes in terminology and features between GRI G4 and the Standards, as well as the benefits of using the Standards for sustainability reporting and how to do so. Check back for upcoming training.
The Business Case for Managing Sustainability
Learn about recent trends and the business case for managing non‑financial impacts.
Learn how to think through the ways your company can utilize three important, but differing approaches to materiality—the Global Reporting Initiative’s Standards, the International Integrated Reporting Council Framework, and the Sustainability Accounting Standards Board™ Standards.
Learn the business case for sustainability, an overview of the GRI Standards, and tools to help navigate the GRI reporting process. Check back for upcoming training.
Learn strategies for prioritizing different stakeholders; the benefits of different methods for one- and two-way communication; practical advice for deploying an engagement strategy; and the overall value of stakeholder engagement.
Learn how to integrate measures of accountability into sustainability planning for your organization’s future and enhance management practices through organizational charters, councils, and board oversight.
Learn how to prioritize and strategize responding to any of the 150+ sustainability ratings and rankings, including budgeting time and resources. This course is designed for those tasked with leading the company’s sustainability strategy and delivers interactive exercises, case studies, and tools for staying on top of the ratings into the future.
EcoVadis Questionnaire Training
In-person, 1/2 day
This in-person, half-day training is intended for any company responding to the EcoVadis questionnaire. We will provide an overview of EcoVadis, explain EcoVadis’ main scoring principles, and discuss how to use resources provided by EcoVadis. Check back for upcoming training.
BrownFlynn joins ERM, the world’s leading sustainability consultancy; becomes platform for growth of their U.S. corporate sustainability and governance consulting services.
“The supplementary content BrownFlynn provided was a real value-add. Their team took a collaborative approach to the training by sharing client approaches and experiences, bringing the content to life.”
Scott Beckerman, Comerica
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Statement from the most senior decision-maker of the organization about relevance of sustainability to the organization and the organization’s strategy for addressing sustainability
Name of the organization
Primary brands, products, and services
Location of organization’s headquarters
Number of countries where the organization operates, and names of countries with significant operations or that are specifically relevant to the sustainability topics covered in the report
Nature of ownership and legal form
Scale of the reporting organization
Total workforce by employment type, employment contract, and region, broken down by gender
Percentage of total employees covered by collective bargaining agreements
Description of the organization’s supply chain
Significant changes during the reporting period regarding organization's size, structure, ownership, or supply chain
Whether and how the precautionary approach or principle is addressed by the organization
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses
Memberships in associations and/or national/international advocacy organizations
Entities included in the organization consolidated financial and nonfinancial reports
Process for defining report content
Material aspects identified in the process for defining report content
For each material aspect, the aspect boundary within the organization
For each material aspect, the aspect boundary outside the organization
Explanation of the effect of and reasons for any restatements of information provided in earlier reports
Significant changes from previous reporting periods in the scope and aspect boundaries
List of stakeholder groups engaged by the organization
The basis for identification and selection of stakeholders with whom to engage
The organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns
Date of most recent previous report
Contact point for questions regarding the report or its contents
‘In accordance’ option and GRI Content Index
Policy and current practice with regard to seeking external assurance for the report
Governance structure of organization, including committees of the highest governance body
The organization’s values, principles, standards, and norms of behavior such as codes of conduct and codes of ethics
Disclosure on Management Approach for Aspect
Coverage of the organization’s defined benefit plan obligations.
Financial assistance received from government.
Significant indirect economic impacts, including the extent of impacts.
Total number and rates of new employee hires and employee turnover by age group, gender and region.
Average hours of training per year per employee, by gender and by employee category.
Percentage of employees receiving regular performance and career development reviews, by gender and by employee category.