C-Suite Insights 26th July 2021

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Global Climate Risk Disclosure Barometer: If climate disclosures are improving, why isn’t decarbonisation accelerating?

 

EY

 

This report provides a global snapshot of the increasing corporate focus on climate risks and opportunities. The research draws on public disclosures from more than 1,100 companies across 42 jurisdictions on the uptake of the Task Force on Climate-related Financial Disclosures (TCFD).

 

Although the findings demonstrate progress in terms of the coverage and quality of climate disclosures, they also highlight an urgent need for companies to take a broader view of both their physical and transition climate risks, and the opportunities that responding to these risks may present.

 

It concludes that organisations should look up and down their entire value chain to identify vulnerabilities and opportunities for growth, and find their most powerful climate management levers to build organisational value.

 

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​​​​FURTHER INSIGHTS


Report on Promoting Climate-Related Disclosures

 

The Financial Stability Board (FSB)

 

The FSB surveyed its members in the first half of 2021 to explore practices on promoting climate-related disclosures. The survey responses indicate that there is a strong focus across the majority of jurisdictions, often with multiple authorities involved to cover the breadth of disclosures across financial institutions and non-financial corporates.

The report sets high-level guidance, in the form of recommendations, to support the development of frameworks and to promote greater consistency in approaches.

 

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It’s time for leaders to get real about hybrid

 

McKinsey & Company

 

This article argues that employers must confront the broadening disconnect between how they and their employees see the futureEmployers are ready to get back to significant in-person presence. Employees aren’t. The disconnect is deeper than most employers believe, and a spike in attrition and disengagement may be imminent.

 

More than 75% of C-Suite executives surveyed report that they expected the typical ‘core’ employee to be back in the office three or more days a week. While they realise that the great work-from-home experiment was surprisingly effective, they also believe that it hurt organisational culture and belonging. They are hungry for employees to be back in the office and for a new normal that’s somewhat more flexible but not dramatically different from the one we left behind.

 

In stark contrast, nearly three-quarters of the 5,000 employees queried globally would like to work from home for two or more days per week, and more than half want at least three days of remote work. But their message is a bit convoluted. Many employees also report that working from home through the stress of the pandemic has driven fatigue, difficulty in disconnecting from work, deterioration of their social networks, and weakening of their sense of belonging.

 

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