CSR And Stakeholder Feedback

Just published: 6 important differences between the UK’s new sustainability reporting standards draft and the ISSB. What’s missing, what’s optional, and what your team needs to watch. The UK just released its consultation draft of Sustainability Reporting Standards S1 and S2. As expected, they are closely based on the International Sustainability Standards Board (ISSB)’s IFRS S1 (sustainability) and S2 (climate), but there are some important changes. Here are the 6 key amendments: 1. No effective date: The UK will set its own timeline. 2. SASB made optional: Instead of “shall consider,” the UK version says “may consider” SASB standards. 3. GICS not required: Firms can use other industry classification systems to report financed emissions. 4. Capital markets language adjusted: The UK modifies wording to reflect domestic regulation. 5. Subsidiary disclosure references removed: Avoids duplication with UK company law. 6. Some ISSB transition reliefs dropped: However, climate-first reporting is still supported. The consultation is attached below and is open for comment until 17 September 2025. Our team at D. A. Carlin and Company has built a detailed side-by-side table comparing UK SRS and ISSB. It will go out exclusively to our newsletter subscribers tomorrow. Get on the list and stay up to speed by subscribing to our newsletter (link below and in my bio). #ISSB #UKSRS #sustainabilityreporting #LCAW

I’ve been in L&D for 25 years now. If there’s one thing that’s as true now as it was back then, it’s that we’ll never be afforded enough time to complete all the analysis we actually need with stakeholders. And yet, this isn’t enough of a reason for not digging up data points or uncovering insights. There are still plenty of ways of getting enough information to make the required impact. Here are 3 ways I’ve learned along the way: 1. Always be analysing from the first conversation. Guy W Wallace and Dawn Snyder said this best: Always be analysing. From the very first conversation we’re invited into, don’t waste a moment in a meeting with key stakeholders to understand the problem, the context, the players and the consequences of things being the way they are. If you think you’ll come to the end of the initial briefing conversation with permission to complete exhaustive analysis, you’ll likely be mistaken. But go in thinking you’ll get the information you need anyway and you’ll feel empowered and excited. Listen with purpose, ask open-ended questions, and let them talk more than you do. Drawing out info from stakeholders is an art form, especially when in casual, everyday conversation. 2. Seek out the data that would result if things stay as they are. What are the consequences if nothing changes? Make this your killer question and find out. This is often the question that excites your stakeholder and highlights the real reason you’re there to help. What would happen - in real terms - if nothing changed? Missed targets? Loss of sales? Unhappy customers? Disgruntled employees? A higher incidence of workplace injuries? These data points become the enemy you’re up against. This is the motivation for change for all concerned. This is also your ground zero for measurement. “If we don’t do anything, this is likely what will happen.” For every action, there is a reaction. And for every inaction, there is only pain. 3. Run workshops with those responsible for performance and results. When your stakeholder asks for training it’s likely they’ve sold this to their team already. It would be rude to say ‘no’. It was Guy Wallace who said this boldest: Say ‘yes’ but do what’s needed, not what’s asked for. Your stakeholder doesn’t want to hear you say ‘no’. Anyway, why pass up an opportunity for more analysis? Book that room! Invite those who should attend. And then explore their experience of the issue raised by your stakeholder. Explore their actual experience: What’s not working? What is working? What have they tried? What do they think they need? I was part of a team who did precisely this exercise and one participant shook my hand at the end and told me that was the best training course they’d ever been on. No word of a lie. So let’s not convince ourselves that the required analysis can’t be done. It absolutely can - and perhaps even better than we’d imagined possible. But remember, always be analysing.

In a CULTURE of continuous feedback, people aren’t just "allowed" to give feedback; they’re actively encouraged to. It's where feedback isn’t reserved for formal reviews or the occasional meeting; it’s a natural part of daily work. A true CULTURE of continuous feedback means that: ✳️ People share ideas freely, knowing their thoughts are valued. ✳️ Teams regularly check in to discuss what’s going well and where things might need adjustment. ✳️ Leaders and managers seek feedback as much as they give it, showing that everyone’s input matters. ✳️ Constructive criticism is welcomed, and people see it as an opportunity to make things better, not as a judgment on them. If this all sounds very different to your existing culture- here's a few things you can try: ✔️ Set up Regular Check-Ins (Daily huddles, 1:1 coaching sessions and weekly meetings provide the necessary space for people to share their ideas, address challenges, and offer suggestions for improvement. ✔️ Create Feedback Channels: While direct feedback is a sign of a healthy feedback culture, there will always be people who don't like to speak up about how they feel so give people multiple ways to share feedback e.g. through suggestion boxes (physical or digital) or anonymous surveys. ✔️ Lead by Example: Simple- Ask for feedback on your own performance or decisions. If you struggle with this, you need a coach!! ✔️ Encourage Real-Time Feedback: Encourage people to give feedback in the moment rather than waiting for formal reviews or structured meetings. If someone spots an improvement opportunity during a task, they should feel free to speak up right then. ✔️ Recognize and Act on Feedback: Feedback culture only works if people see that their input leads to real change. Yesterday, we talked about recognizing the real experts—the people who do the work. In a feedback culture, this means actively listening to those insights and implementing changes based on what people who carry out the process are seeing and experiencing. They know better than anyone how things really work and where the bottlenecks lie. 💡 This culture isn't built overnight but it's entirely possible to build over time, once leaders are open to their own development and willing to make changes in their own behaviours first! #feedback #feedbackculture #leadership #continuousimprovement #lean #leanmanagement

CFO: "You delivered £10M savings. Next year we'll make your target £12M." Procurement: "Okay, we'll do our best" 🤷♂️ That trap that turns smart procurement leaders into basic purchasers. That isn't strategy. It's wishful thinking. Here is the problem: When Procurement exists only to deliver a number, everything else collapses. → Savings without context are risky. → Savings without TCO or risk weighting are misleading. → Savings without value creation, capability building, supplier performance or ROI are pointless. And when teams deliver against unrealistic targets, those targets only get bigger. The credibility trap tightens. I've seen this too often. Savings get harder year on year. → Short term cuts appear. → Bad decisions sneak in. → Category maturity is ignored. → Supplier performance is sacrificed. → The business pays more in the long run. There is a better way. A more grown up way. — Try this instead in your objectives setting: 1. Define your vision and strategy ➟ Why does Procurement exist for this business? ➟ Where do you want the function to be in two to five years? ➟ What is your unique value? 2. How do you create value beyond cost? A clear strategy stops the team drifting into reactive purchasing. ➟ Align your objectives with the business ➟ Interview stakeholders. ➟ Map problems and aspirations. ➟ Understand commercial priorities. When your objectives reflect the real needs of the business, you stop chasing artificial targets and start unlocking real value. 3. Deliver a multi tiered value matrix Any function measured on a single metric will eventually fail. Track the value that actually matters: ➟ Cost. ➟ Value and ROI. ➟ Risk mitigation. ➟ ESG impact. ➟ User feedback. ➟ Supplier performance. If the business only sees savings, that's because Procurement only talks about savings. 4. Push back on poor behaviour Respect your stakeholders but don't be ruled by them. ➟ Challenge bad assumptions. ➟ Call out unrealistic expectations. ➟ Have the uncomfortable conversations. ➟ This is what separates a strategic function from an order taker. Here's the truth most teams avoid: Procurement doesn't fall into the savings trap because the answer is complicated. It falls in because the trap is comfortable. It's easy to chase a number. It's harder to define value. It's harder to change expectations. It's harder to lead. But the teams that escape the trap become the teams that transform their organisations. Any ideas why so many still stay stuck? —— P.S. want to join 22,000+ procurement pros getting FREE insights from me every week? Join here https://procurebites.com/

How to Extract Information from Stakeholders 🎯 Getting accurate information from stakeholders can make or break your financial planning process. Each stakeholder speaks a completely different language and focuses on totally different metrics. The secret? Knowing exactly what to ask and how to ask it. ➡️ CEO CONVERSATIONS CEOs think big picture, so focus on strategic direction and vision. You want company strategies for next quarter, budget allocation expectations, risk tolerance levels, and market positioning goals. The money question: "What are the top 3 strategic priorities that should drive our Q4 planning?" ➡️ HEAD OF SALES Sales leaders live and breathe pipeline projections and customer acquisition costs. Get those sales pipeline projections, customer acquisition costs, territory performance data, and resource requirements for targets. My go-to approach: "What's the realistic revenue projection for Q4, and what support do you need?" ➡️ MARKETING DIRECTOR Marketing lives for lead generation and brand metrics. You need campaign performance metrics, lead generation forecasts, brand awareness initiatives, and marketing budget requirements. Hit them with: "How many qualified leads can marketing deliver to support the sales targets?" ➡️ HR MANAGER HR thinks talent and workforce planning 24/7. Grab headcount projections, recruitment timelines, employee retention rates, and training and development needs. Start here: "What's our hiring timeline to support the growth plan, and any retention concerns?" ➡️ ENGINEERING LEAD Engineering leaders obsess over product development roadmaps. Collect that product development roadmap, technical debt priorities, infrastructure requirements, and team capacity information. The must-ask question: "What features can be delivered by Q4, and what technical investments are critical?" ➡️ ACCOUNTING MANAGER Accounting thinks financial health and compliance every single day. Get cash flow projections, budget variance analysis, financial compliance requirements, and cost optimization opportunities. The essential question: "What's our cash flow outlook, and are there any financial constraints for our growth plans?" ➡️ UNIVERSAL BEST PRACTICES These six practices work with EVERY stakeholder: Be Specific: Ask for concrete numbers, dates, and measurable outcomes rather than vague commitments. Respect Their Time: Come prepared with focused questions and provide context upfront. Speak Their Language: Use terminology and metrics relevant to their department and priorities. Validate Understanding: Repeat back key points to ensure alignment and avoid miscommunication. Follow Up: Send summaries of key decisions and next steps within 24 hours. Close the Loop: Show how their input directly influences decisions and outcomes. === What's your approach to stakeholder communication? Share your best practices in the comments below 👇

🌍 Is your company’s sustainability just a PR move? 💡 Can symbolic gestures really stand in for real change? 🔍 What happens when stakeholders see through the façade? 📢 In a paper I co-authored with Joel Bothello, Vlad Andrei Porumb, and Yasemin Zengin-Karaibrahimoglu, published in the @Strategic Management Journal, we tackle these critical questions, exploring how business groups can project an image of responsibility while their actual practices fall short. Specifically, in "CSR decoupling within business groups and the risk of perceived greenwashing," we investigate how firms create the illusion of corporate responsibility through symbolic actions that don’t match their internal realities. 🌿 What is "CSR decoupling"?  It’s when companies publicly claim to be socially responsible, but privately their actions don’t live up to those promises. This discrepancy often shows up in environmental practices, employee well-being, or community engagement, creating a gap between corporate talk and real-world action. 💸 Why does this happen? Real CSR investment is costly. While companies face pressure from investors and customers to be socially responsible, they often resort to symbolic gestures—like sustainability reports or high-profile statements—because these are less costly than actual change. 🚨 What's the risk? When stakeholders catch on, companies face accusations of "greenwashing," where appearances trump substance. This can damage trust, spark boycotts, lead to bad press, and make it harder to attract top talent or investment. 🤝 How do business groups come into play? Business groups, led by an apex firm, often have networks of companies under their control. Apex firms, in particular, can present a façade of CSR by leaning on the substantive CSR efforts of other group members, while they themselves focus on symbolic actions. 🧐 How do they manage to do this? The central role of apex firms allows them to benefit from the investments other companies in the group make, without directly contributing themselves. Their control over the group means that stakeholders often view their symbolic efforts as reflecting the whole group’s activities, even if the apex firm hasn’t done much substantively. 🌍 What’s the lesson? Firms, especially apex firms within business groups, need to be mindful of how they communicate their CSR efforts. Authenticity matters. It’s tempting to highlight the good work of group members, but long-term success requires alignment between public claims and internal practices. Stakeholders are increasingly expecting firms to show real action, not just words. Prepared using NotebookLM by Google. #Sustainability #CSR #Greenwashing #BusinessEthics

Ever presented rock-solid research only to hear "Thanks, but we're going with our gut on this one"? Securing stakeholder buy-in is rarely about the quality of your work. It's about something deeper. When you’re dealing with a research trust gap, ask yourself 5 questions. 👽 Are you speaking alien to earthlings? When you say jargon like "double diamond" or "information architecture," your stakeholders hear gibberish. Business leaders didn't learn UX in business school—and most never will. Translate everything into business outcomes they understand. Revenue growth. Customer retention. Cost savings. Competitive advantage.  Speak their native language, not yours. ⏰ What keeps them awake at 3am? Behind every skeptical question is a personal fear. That product manager who keeps shooting down your findings? They're terrified of missing their KPIs and losing their bonus. Have honest conversations about what they're personally on the hook for delivering. Then show how your research helps them achieve exactly that. ❓Are you treating assumptions as facts? You might think you know what questions matter to your stakeholders. You're probably wrong. Before starting research, explicitly ask: "What questions do you need answered to make this decision?" Then design your research to answer exactly those questions. ⚒️ Are you dying on the hill of methodological purity? Sometimes you have 8 hours for research instead of 8 weeks. Being dogmatic about "proper" research methods doesn’t always pay off. Focus on outcomes over process. If quick-and-dirty gets reliable insights that drive decisions, embrace it. 🍽️ Are you force-feeding them a seven-course meal when they wanted a snack? Executives need 30-second summaries. Product managers need actionable findings. Junior team members need hands-on learning. Tailor your approach to each one. You can also use my stakeholder persona mapping template here: https://bit.ly/43R7wom What’s the best advice you’ve heard about dealing with skeptical stakeholders?

The Trust Gap in Corporate Sustainability 🌎 A significant portion of consumers remain skeptical about corporate sustainability claims. Recent data shows that 52% of consumers believe companies mislead or provide false information about their sustainability efforts. This trust deficit poses a serious challenge for businesses striving to establish credibility in sustainability. Greenwashing is a key factor behind this skepticism. When companies exaggerate, misrepresent, or selectively disclose their sustainability initiatives, they erode public trust and invite reputational risks. Consumers are becoming more informed and critical, making superficial sustainability narratives less effective. Regulators, investors, and stakeholders are increasing their scrutiny of corporate sustainability claims. Companies that fail to back their commitments with verifiable data and clear methodologies risk legal, financial, and reputational consequences. Transparency is no longer optional—it is an expectation. Independent verification and standardized reporting help address credibility concerns. Third-party certifications, audited sustainability reports, and science-based targets provide assurance that environmental and social commitments are backed by real action. Without these measures, claims can appear unsubstantiated. Setting clear and measurable sustainability goals is essential. Businesses that define their objectives, track progress, and disclose performance in a structured manner distinguish themselves from those relying on vague or aspirational statements. Evidence-based reporting is key to overcoming consumer skepticism. Beyond compliance, addressing greenwashing is a strategic necessity. Companies that communicate sustainability efforts with integrity gain competitive advantages, strengthen brand loyalty, and reduce risks associated with misleading claims. Trust, once lost, is difficult to regain. #sustainability #sustainable #business #esg #climatechange #greenwashing

Stakeholder Satisfaction: If You’re Not Measuring It, You’re Guessing __________________________________________________________________________________ Are you 100% confident that your stakeholders are happy? If you're not keeping a constant eye on their satisfaction levels, you are shooting in the dark. And let's be honest, that's not gonna end well, is it? Managing stakeholders isn't just a numbers game. It's about making sure every person at the table feels seen, heard, and in sync. If they don’t align, you can go all out and still find yourself with a disappointing outcome. The Big Misstep Most Managers Make 👉 They Focus on Outputs, Not Outcomes: Completing tasks is enough. Think again, is it ? If stakeholders aren’t satisfied with how you deliver, you’re losing their trust. 👉 They Don’t Ask the Hard Questions: Managers often dread feedback as it may uncover uncomfortable realities. However, the truth doesn’t disappear by ignoring it. 👉 They Measure Satisfaction by Silence: No complaints? You should worry. Silence often signals disengagement—not approval. Simple Methods to Measure Stakeholder Satisfaction ✅ Pulse Surveys: Use concise, focused surveys to collect valuable insights. Ask questions like: “How satisfied are you with the clarity of my communication?” “Am I meeting your expectations on deliverables?” ✅ One-on-One Check-Ins: Don't shy away from those heart-to-hearts with your main stakeholders. Just throwing out a, "Hey, where can I step up my game?" is a sure shot step to some good strategic conversation. ✅ Stakeholder Scorecards: Have a scoring system to evaluate the quality of relationships using criteria such as trust, responsiveness, and alignment with objectives. ✅ Analyze Behaviors, Not Just Words: Read the room. Are stakeholders proactively engaging with you, or do they seem distant and unresponsive? ✅ Feedback Loops: Clearly demonstrate that feedback results in change. When stakeholders notice that you are implementing changes basis their feedback, they are more engaged. As an executive coach, I coach managers that stakeholder satisfaction isn’t a one-time achievement—it’s a dynamic process. Measuring it consistently allows you to adapt, align, and lead with impact. Stakeholders play a huge part in your corporate success. The Bottom Line If you're not assessing stakeholder satisfaction, you're risking important relationships. Take charge, gather the necessary data, and ensure that every interaction is meaningful.

𝒀𝒐𝒖𝒓 𝑬𝑺𝑮 𝑹𝒆𝒑𝒐𝒓𝒕 𝑰𝒔𝒏’𝒕 𝑩𝒓𝒐𝒌𝒆𝒏. 𝒀𝒐𝒖𝒓 𝑺𝒕𝒂𝒌𝒆𝒉𝒐𝒍𝒅𝒆𝒓 𝑬𝒏𝒈𝒂𝒈𝒆𝒎𝒆𝒏𝒕 𝑰𝒔 Most companies invest heavily in ESG reporting frameworks, templates, KPIs, dashboards, and disclosure tools. Yet the real backbone of ESG reporting remains the most ignored: stakeholder engagement. Everyone wants better ratings, cleaner audits, higher investor confidence, and smoother compliance. But very few want to do the slow, reputation-heavy, and uncomfortable work of actually listening to stakeholders. 𝐖𝐡𝐲 𝐓𝐡𝐢𝐬 𝐊𝐞𝐞𝐩𝐬 𝐇𝐚𝐩𝐩𝐞𝐧𝐢𝐧𝐠 ❓ Because stakeholder engagement is: >Continuous, not annual >Relationship-driven, not template-driven >Difficult to outsource >Capable of exposing blind spots leaders prefer to avoid As a result, ESG reports often reflect what companies believe stakeholders expect, not what stakeholders actually expect. That gap is where credibility collapses. ⚠️ 𝐖𝐡𝐚𝐭 𝐆𝐨𝐞𝐬 𝐖𝐫𝐨𝐧𝐠 𝐖𝐢𝐭𝐡𝐨𝐮𝐭 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 When stakeholder voices are missing, companies face: >Misaligned materiality >Weak supply chain compliance >Higher regulatory exposure (CSRD, ESRS, BRSR Core, CBAM) >Poor grievance handling >Reduced investor trust and scrutiny during audits >Reputational leakage at the worst possible times 𝐀 𝐬𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐫𝐞𝐩𝐨𝐫𝐭 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐢𝐧𝐩𝐮𝐭 𝐢𝐬 𝐧𝐨𝐭 𝐄𝐒𝐆 𝐫𝐞𝐩𝐨𝐫𝐭𝐢𝐧𝐠 -- 𝐢𝐭’𝐬 𝐜𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐧𝐚𝐫𝐫𝐚𝐭𝐢𝐨𝐧 📌 𝐓𝐡𝐞 𝐍𝐞𝐰 𝐑𝐞𝐚𝐥𝐢𝐭𝐲 >With global regulations tightening, stakeholder engagement is no longer optional. >It is now the core evidence behind double materiality, impact measurement, and risk disclosures. 🟢 𝐓𝐡𝐞 𝐂𝐨𝐦𝐩𝐚𝐧𝐢𝐞𝐬 𝐓𝐡𝐚𝐭 𝐖𝐢𝐧 Are the ones that build: >Continuous listening systems >Transparent decision pathways >Authentic community and employee dialogue >Supplier feedback loops >Governance oversight that treats engagement like a KPI ✅ 𝐓𝐡𝐞 𝐁𝐨𝐭𝐭𝐨𝐦 𝐋𝐢𝐧𝐞 If your stakeholder engagement isn’t robust, your ESG report can never be credible -- no matter how advanced the tool or how glossy the PDF is.