For companies, sustainability initiatives are entering a new phase. Many companies have already completed their efforts to address ESG in the narrow sense, with an eye on external evaluation, and it is expected that the focus will shift from disclosure to implementation, and from external to internal.
Sustainability strategies are incorporated and integrated into management strategies and other related strategies to achieve sustainability management.
Clarify and articulate Corporate Value through visualization of financial and social values, and incorporate and align them into mid- to long-term plans for each business and management activity.
In addition to “risks” regarding sustainability, we identify “opportunities” based on current management capital, formulate optimal solutions for future corporate value, and incorporate them into action plans.
Based on double materiality (corporate → social impact + social → corporate impact), the resolution will include actual impact and factors of high importance, and clarify the connection to specific actions.
Maximize corporate value and potential by redefining the business portfolio from a financial perspective (growth potential and scale) as well as a non-financial perspective (social value, human capital, etc.).
We support the formulation of mid- to long-term R&D strategy concepts that are consistent with the sustainability strategy, and the establishment of policies such as stage gates to make these strategies effective.
We will realize the investment strategy to realize the management and sustainability strategies, develop investment criteria and management policies, and create expected results and synergies by sharing the perspective with individual companies.
We will realize constructive discussions with investors and other stakeholders regarding the implementation of sustainable management and the realization of a sustainable society.
We support the planning, information gathering, and production of integrated reports, sustainability reports, and impact reports that are tailored to stakeholder dialogue plans and that are particularly aware of stories from the investor’s perspective.
While responding to disclosure standards for major global issues (e.g., decarbonization, biodiversity, supply chain, etc.), the company will present its strategic initiatives to the outside world in a consistent manner.
Visualize and quantify the economic and social significance of a company, business, product, service, etc., and appeal to customers, consumers, and other stakeholders in an effective manner.
Using frameworks such as Impact-Weighted Accounts (HBS), we evaluate business performance and investment projects in consideration of the external economics of products, services, etc.
We support the design and organization of dialogue, especially from a sustainability perspective, as well as the determination of the importance of issues, and the consideration and implementation of countermeasures and action plans in investor requests and dialogue.
We will identify the disclosures and actions required for various certifications and ratings through benchmarking, etc., and consider whether disclosure policies and measures are in line with the importance from the investor’s viewpoint.
In addition to disclosure, it is essential to understand and disseminate the policy within the company in order to realize sustainable management, and it is expected to become even more important in the future along with the deepening of human capital management.
As typified by the My Purpose program and other such programs, the company maximizes value creation by visualizing and connecting the vector of each individual human resource’s aspirations and the company’s raison d’etre.
Sustainability management policies are disseminated throughout the company in various formats, including internal reports, owned media, and KPI design, to maximize results.
By setting short-term process KPIs for contributions from a sustainability perspective, which are difficult to incorporate into short-term evaluations, and evaluating them within the context of annual milestones, we will steadily realize our medium- to long-term strategies.
We will realize corporate transformation (CX) in terms of organization and systems by redesigning the functions required for sustainability management in a step-by-step manner, which tends to be decentralized and stove-piped.
The training aims to promote a basic understanding of sustainability and its impact from a company-wide and management perspective, especially among middle management and employees who will lead the practical implementation of the program.
Key measures in sustainability management are becoming more generalized, and we are just about to enter the phase of transition to a results-based approach through constant updating.
We will formulate a concept for a new business that captures social issues and the risks and opportunities that arise from these issues, and consider specific launch policies that are in line with the company’s assets and capabilities.
We will consider solutions to key global issues (e.g., decarbonization, biodiversity, supply chain, etc.) as important opportunities, and consider how to commercialize and monetize them by leveraging our own strengths.
Visualize and quantify the social value (impact) created by individual projects and initiatives, and use this information for external disclosure and PR, as well as for internal decision making regarding projects and investments.
We will establish an internal flow and system to link diverse corporate initiatives to the value creation story and manage them in an integrated and sustainable manner.
We support execution decisions in line with the requirements of investors and stakeholders by determining robustness and suitability from impact and ESG perspectives when making decisions on investment projects and other matters.
IMPACTLAKE has a proven track record of providing sustainability-related support to both companies and investors, as well as players at various stages of their development, focusing on sustainability impact strategies and assessments, and can offer optimal solutions that understand the perspectives of each.
One of the challenges in the highly individualized impact area was workload and time. We maximize accessibility to impact management not only through past knowledge and manual assistance, but also through digital solutions such as impactlake™.
Based on our belief that “Sustainability is best thought of by those involved” we contribute not only to one-off organizing studies, but also to the establishment of systems and Ops, and the cultivation of internal culture. We also contribute to true corporate penetration through support for other derivative themes.
Rather than imposing general frameworks and standards for impact, we have been able to use impact in a way that is compliant with those frameworks and standards, while at the same time having a more than sufficient understanding of the realistic practices and objectives of companies.
Corporate Strategy Dept. of Leading Company
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