公司董事们是时候推动可持续发展了 
It’s time for company directors to step up on sustainability
837字
2020-01-14 00:06
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火星译客
  • Environmental, social, and governance (ESG) measures are seen as critical for long-term business success.
  • ESG ecosystems must be tailored to their local market, with consideration to cultural and economic differences.
  • Boards of directors should be driving the ESG agenda of their companies.
  • 环境、社会和公司治理(ESG)措施被视为长期企业成功的关键。
  • ESG生态系统必须适应当地市场,并考虑文化和经济差异。
  • 董事会应该推动公司的ESG议程。

We are living in unprecedented times: geopolitical tensions are increasingly acute; the global political, economic and financial system that has worked for more than a century is being tested. Corporates worldwide are now expected to stay on the front foot, working closely with policymakers and regulators to confront far-reaching global challenges.

我们生活在一个前所未有的时代:地缘政治紧张局势日益严重;一个多世纪以来运转良好的全球政治、经济和金融体系正在经受考验。预计全球企业将保持领先地位,与政策制定者和监管机构密切合作,应对影响深远的全球挑战。

At the same time, the role of environmental, social, and governance (ESG) in investment strategies is fast becoming institutionalized, channeled by regulators, indices and exchanges. There is evidence that balancing short-term performance with sustainability, transparency and good governances leads to long-term successes for organizations.

与此同时,环境、社会和公司治理(ESG)在投资战略中的作用正迅速制度化,由监管机构、指数和交易所引导。有证据表明,在短期绩效与可持续性、透明度和良好治理之间取得平衡,将为企业带来长期的成功。

This makes delivery on ESG measures no longer merely a “nice to do” or a “box-ticking exercise”: it has become essential for business and societal prosperity, it is being demanded by investors, and it is seen as critical for long-term business success.

这使得ESG指标的交付不再仅仅是一件好事或一项打勾的练习;它已成为商业和社会繁荣的必要条件,被投资者需求,并被视为长期商业成功的关键。

Creating a tailored local ESG ecosystem

创建量身定制的本地ESG生态系统

ESG standards and measurements are not universally applied. And to accurately assess and digest these important indicators, consideration needs to be given to disparities in adoption and awareness, cultural and economic differences, market and regulatory customs, and capabilities.

ESG标准和测量并不是普遍适用的。为了准确地评估和消化这些重要的指标,需要考虑采用和认识、文化和经济差异、市场和监管习惯以及能力方面的差异。

There is no one-size-fits-all solution; an ESG ecosystem or model that works well in one jurisdiction may not have the same impact in another region. It is, therefore, important for each key stakeholder – companies, investors and policymakers – to identify their own goals and motivations in order to work out the best integration approach to create long-term impact in their respective local market.

没有放之四海而皆准的解决方案;一个ESG生态系统或模式在一个司法管辖区运作良好,但在另一个地区可能不会产生同样的影响。因此,对于每一个关键的利益相关者企业、投资者和决策者来说,确定他们自己的目标和动机是很重要的,以便制定出最佳的整合方法,在各自的本地市场产生长期影响。

As ESG considerations increasingly move into the mainstream, we (HKEX), as Asia's largest exchange operator and market regulator, take our role very seriously in promoting ESG disclosures and implementation.

作为亚洲最大的交易所运营商和市场监管机构,我们(港交所)非常认真的对待在推动ESG信息披露和执行方面的作用。

It is our job to encourage all market participants to play a part in driving the ESG ecosystem forward in Hong Kong, and more broadly. Our goal is to create a healthy and sustainable ESG ecosystem that caters for the unique cultures and needs of our local market, while at the same time meeting international standards and expectations. We started introducing various corporate governance standards and ESG reporting guidelines nearly 20 years ago, focusing on a number of environmental and social issues as well as offering guidelines on disclosure and reporting. It is a journey we are committed to for the long term.

我们的工作是鼓励所有市场参与者参与推动香港ESG生态系统向前发展,并在更广泛的范围内发挥作用。我们的目标是创建一个健康和可持续的ESG生态系统,在满足我们当地市场独特的文化和需求的同时,满足国际标准和期望。近20年前,我们开始引入各种公司治理标准和ESG报告准则,重点关注一系列环境和社会问题,并提供披露和报告准则。这是我们长期致力于的一段旅程。

The ESG reporting landscape in Hong Kong.

The ESG reporting landscape in Hong Kong.

ESG报告香港的情况。

It's time for directors to step up

是时候让董事们行动起来了                

While it is clear that policymakers or regulators are in a strong position to drive change, what is more powerful is for the change to come from the top-down within business organizations. The board of directors therefore, need to play a major role – they have the deepest understanding of the goals and motivations of their businesses, the cultures and nuisances of their operating markets, as well as a vested interest in the long-term success of their organizations.

虽然决策者或监管者在推动变革方面显然处于强有力的地位,但更强大的是来自企业内部自上而下的变革。因此,董事会需要扮演一个重要的角色,他们对企业的目标和动机,经营市场的文化和滋扰,以及企业长期成功的既得利益有最深刻的理解。

This makes the role of the board more critical than ever. As primary stewards of risk and guardians of long-term enterprise value, a board should be expected to step up in driving the ESG agenda of their companies. This includes setting clear ESG guidelines and giving overall strategic direction to the business operations, as well as overseeing the ESG roll-out and implementation throughout the process.

这使得董事会的作用比以往任何时候都更加重要。作为风险的主要管理者和企业长期价值的守护者,董事会应该在推动其公司的ESG议程方面有所作为。这包括制定明确的ESG指导方针,为企业运作提供全面的战略指导,以及在整个过程中监督ESG的推出和实施。

In principle, a board should take leadership for and accountability in:

原则上,董事会应在以下方面发挥领导作用并承担责任:

  • Overseeing the assessment of an organization's environmental and social impacts
  • Understanding the potential impact and related risks of ESG issues on the organization's operating model
  • Aligning with what investors and policymakers expect and require
  • Enforcing a materiality assessment and reporting process to ensure actions are well followed through and implemented
  • Promoting a culture from the top-down, where ESG considerations are part of the business decision-making process
  • 监督对企业环境和社会影响的评估    
  • 理解ESG对企业运营模式产生的潜在影响和相关风险
  • 与投资者和政策制定者的期望和要求保持一致
  • 实施重要性评估和报告流程,以确保行动得到贯彻和执行          
  • 从上至下地促进一种文化,使ESG考量在该文化中成为企业经营决策过程的一部分

Having the strong commitment, collaboration and strategic direction from the board is an essential first step for an organization as it starts its ESG journey. By focusing on both what not to do, as well as what needs to be done, the board should be able to connect with stakeholders within the business and the wider ecosystem, to pursue sustainable practices that fit into the business strategy and achieve positive outcomes for the long term.

拥有董事会强有力的承诺、合作和战略方向,是企业开始ESG之旅的重要第一步。通过关注哪些是不应该做的,哪些是需要做的,董事会应该能够与企业内部以及更广泛的生态系统中的利益相关者联系起来,追求符合企业战略的可持续性实践,并取得长期的积极成果。

Conclusion

结论

While failure in ESG will present huge financial, operational and compliance risks at a corporate level; a positive and progressive ESG approach that is properly implemented and overseen will allow companies to not only create long-term enterprise value, but also play a meaningful role in shaping all our futures.

ESG的失败将在公司层面上带来巨大的财务、运营和合规风险;正确的实施和监督一个积极向上的ESG方法,将使公司不仅创造长期的企业价值,而且在塑造我们的未来中发挥重要作用。

It's time for boards around the world to walk the talk and take ESG standards and practice to new levels. Companies need to be a true positive influence.

世界各地的董事会是时候行动起来,将ESG标准和实践提升到一个新的水平。企业需要成为真正积极的影响。

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