ESG stands for Environmental, Social and Governance. It is a collective term used by organisations to consider environmental, social and governance risks and opportunities. It refers to an organisation’s responsible investment management practices and how it incorporates these risks and opportunities into its governance operations and business model. The term also considers how a company is disclosing this information to key stakeholders and measuring performance against identified environmental and social material vectors.
An effective ESG strategy is built around topics which are most material/relevant to an organisation. To date, materiality has been assessed based on an outside-in view i.e., considering the risks and opportunities environmental and social challenges create for the organisation itself (single materiality).
More recently this concept is evolving, and organisations are being required to undertake a double material assessment. For example, the Corporate Sustainability Reporting Directive (CSRD)1 (Will apply to large, unlisted EU companies (including EU subsidiaries of non-EU parent companies) which exceed two of the following criteria: Net turnover of more than €40 million; More than 250 employees; Balance sheet total of €20 million) requires organisations to undertake a double materiality assessment.
Double materiality means you consider the relevance of an ESG topic from two perspectives i.e., the outside-in view discussed above as well as the inside-out view, which considers the organisation’s impact on society and the environment.
1 Due to apply to large, unlisted EU companies (including EU subsidiaries of non-EU parent companies) which exceed two of the following criteria: Net turnover of more than €40 million; More than 250 employees; Balance sheet total of €20 million.
The table below shows some of the factors private capital may consider under each category both within its direct operations and within its supply chain (particularly when considering environmental and social vectors).
Climate change
Water pollution
Plastic pollution
Water management
Energy efficiency
Biodiversity
Waste management
Supply chain
Air pollution
Deforestation
Water scarcity
Diversity, Equity & Inclusion
Learning & development
Customer satisfaction
Charitable giving
Labour standards
Health, safety & wellbeing
Employee engagement
Product quality
Technology/algorithm bias
Mental health
Talent management
Community relations
Human rights
Bribery and corruption
Audit committee structure
Policies and procedures
Data privacy
Business culture and ethics
Risk management
Money laundering
Economic and tax contribution
Board composition
Competition Law
Cybersecurity
Tax transparency
ESG is bespoke and its value and role in an organisation will vary.
However, there is a commonly accepted consensus forming that effective ESG strategies ‘just make good business sense’.
Some of the reported business advantages of effective ESG integration include:
More and more investors are considering and responding to the ESG agenda and working to incorporate it into their investment decision processes. The drivers for this are multi-pronged and include:
Private capital powers the growth of dynamic new businesses in sectors like technology and life sciences, while reinvigorating established businesses too. Read examples of how private equity and venture capital help companies to innovate and flourish.
Private capital is coming under increasing pressure from all angles to disclose ESG related information. To make the data-gathering and disclosure efficient and useful to all stakeholders, the sector must continue to unite, collaborate and share knowledge on approaches that work well, and experiences learnt. The BVCA’s Responsible Investment Advisory Group (RIAG), works with many of the sector's ESG leaders, and provides a great platform to facilitate collaboration and support the sector to respond to the ESG challenges it faces."
Maria Carradice
Managing Director, Mayfair Equity Partners
ESG in private markets is now a truly mainstream concern and is top of mind for the team at PAI. We consider sustainability to be essential for long-term growth and value creation. Put simply, it’s an integral part of our real economy investment strategy and underpins how we invest, manage and realise value. Our objective is for our portfolio companies to be bigger, better and more sustainable at exit than they were at acquisition. Prioritising areas such as decarbonisation, biodiversity and diversity & inclusion helps us to achieve this.
Denise Odaro
Head of ESG and Sustainability, PAI Partners
We updated our website and supporting systems on 12th December.
If this is your first login since then, please use the register button on our login page to reset your login credentials. For assistance, please contact the BVCA Membership Team.