ESG has become a strategic priority in corporate governance
PKF Global has published the results of an international study on the maturity of sustainability and ESG programs within companies, highlighting a structural shift in the way organizations manage their risks and align their operations with new non-financial reporting requirements.
The data shows that companies are rapidly moving from ad hoc initiatives to integrated systems, with clear responsibilities, data infrastructure and compliance processes aligned with global standards.
Respondents identified their top three areas of concern as human capital, climate change and raw materials and resources, confirming that ESG pressures are now perceived as business risks, not just reputational issues or voluntary compliance as a follow-up to legal requirements.
Sustainability becomes an integral part of risk management
As companies develop their risk management programs, sustainability is becoming a structural component of them. Management teams are seeing clearly that ESG risks, from climate change to human capital and supply chains, have a direct impact on operational continuity, costs, access to financing and relationships with partners.
The PKF Global study shows that 72% of respondents have assigned or plan to assign responsibility for their sustainability program to the managerial and/or executive level. This distribution shows that sustainability is no longer a side project, but a governance element on the top management’s priority agenda.
Companies are adopting a similar approach to that used for cyber risks: identification, assessment, continuous monitoring, internal and external reporting, controls and audit. This convergence between traditional and ESG risks is a clear signal of the maturation of CEOs’ perspective on the importance of corporate governance.
ESG priorities are related to human capital and climate change
The PKF Global survey shows that organizations prioritize three major themes:
- Human capital (22%): wellbeing, mental health, safety, retention
- Climate change (22%): emissions, renewable energy
- Raw materials and resources (16%): water, natural resources, sustainable sourcing
This distribution confirms that ESG pressures are multidimensional: climate, social and operational. Furthermore, they reflect a global reality: companies are evaluated not only for their financial performance, but also for how they manage their impact on people and the environment.
Sustainability is becoming the bridge between governance and accountability
One of the strongest signals from the report is the professionalization of the sustainability function. The data shows that responsibility is distributed as follows: at the executive level – 21%, at the managerial level – 27%, at the Operational Level – 18%, unassigned but in the plan – 8%, completely unassigned – 26%.
This structure indicates a clear transition from ad-hoc initiatives to formalized governance models, with clear roles, processes and responsibilities. The sustainability function is increasingly approaching the model of mature functions such as risk management or compliance.
Companies invest in robust systems for ESG reporting
As non-financial reporting becomes mandatory in more and more jurisdictions, companies are accelerating investments in systems for collecting and analyzing ESG data.
The results of the study show that companies use tools for calculating GHG emissions (18%), systems for monitoring water consumption (16%), solutions for calculating fuel consumption (10%). Some use external management reporting systems (20%), and others have internal tools developed in-house (28%).
This combination of specialized solutions and internal tools confirms that the market is in a transitional phase: companies are testing, adapting and integrating systems to build a coherent data infrastructure.
Implementing integrated systems is essential for data collection, as well as for identifying trends, managing risks, compliance, responding quickly to due diligence requests and informing executive management.
Stakeholder pressure is growing rapidly
According to the report, 64% of respondents say they publish or intend to publish information on sustainability. The breakdown is as follows: 45% already publish ESG information, 44% respond to stakeholder surveys, 36% submit or plan to submit information to authorities, 29% submit or plan to submit information in accordance with global standards such as CDP, SBTi, GRESB, PRI or STARS.
ESG surveys come mainly from customers (55%), investors (16%), financial institutions (16%) and suppliers (12%). This pressure from the value chain confirms that sustainability is becoming a commercial eligibility criterion. Companies that cannot demonstrate ESG performance risk losing contracts, funding or access to certain markets.
Companies are aware of existing gaps
While many organizations feel prepared for reporting requirements, 68% identify opportunities for improvement. The most important areas are the following: program strategy development (30%), external reporting (26%), systems and processes (21%), strategy execution (12%).
This gap between ambition and operational capability is typical for organizations in the ESG maturation phase. At this stage, companies need strategic clarity, standardized processes, integrated systems, internal controls, as well as analytics and reporting capabilities.
ESG accreditations become a competitive differentiator
The report highlights that implementing a robust sustainability program is important for: attracting and retaining customers, meeting due diligence requirements, accessing financing, and regulatory compliance.
Integrating ESG risks into enterprise risk management programs is becoming a condition for resilience and competitiveness. Organizations that manage to build robust data systems, reporting processes, and governance will have a significant strategic advantage
ESG goes from “nice to have” to “non-negotiable”
The results of the PKF Global survey show a market in full transformation. Companies no longer treat sustainability as an isolated initiative, but as a fundamental pillar of corporate performance. Pressure from customers, investors, financial institutions, and regulators is accelerating this transition.
Companies that will be able to navigate this change effectively will be those that:
- integrate ESG into business strategy
- invest in data infrastructure
- develop robust reporting processes
- institutionalize accountability at the executive level
- adopt a proactive approach to risks
In a global economy where sustainability is becoming a criterion for eligibility, not just reputation, organizations need systems, rigor, and strategic clarity.
Florentina Șușnea este Managing Partner în cadrul companiei PKF Finconta. Experiența ei profesională de peste 35 de ani cuprinde domeniile de audit statutar și IFRS, consultanță fiscală, probleme de rezidență fiscală, restructurare financiară și fiscală, documentație și politici de Transfer Pricing, fuziuni și divizări, M&A, expertize judiciare, contabile și fiscale, due diligence de achiziții. Florentina este membru acreditat al următoarelor organizații profesionale: Camera Consultantilor Fiscali, Camera Auditorilor Financiari din România, Camera Expertilor și Contabililor Autorizați din România si Association of Certified Anti-Money Laundering Specialists. A absolvit Facultatea Finanțe-Contabilitate din cadrul Academiei de Studii Economice, București, Facultatea de Drept din cadrul Universității ”Titu Maiorescu”, programul MBA de la Tiffin University din SUA, este doctor în economie și a urmat numeroase cursuri naționale și internaționale în domeniul fiscal. florentina.susnea@pkffinconta.ro
