As ESG (Environmental, Social, Governance) expectations accelerate, Finnish companies are reimagining their approach to embedding sustainability within core operations. Our latest research - based on 50 in-depth interviews at 24 organizations operating in automotive, defence, healthcare, finance, manufacturing, logistics, technology and consumer goods and retail - reveals that ESG is rapidly maturing from a box-ticking exercise to a strategic business function. With most participants falling under the new CSRD disclosure requirements, the research highlights actionable insights into how Finland’s leading corporates are shaping the next phase of ESG.
The state of operationalizing ESG in Finnish companies research report
Explore the findings
Three key signals shaping ESG in Finland
1. The rise of the federated model, from fragmentation to clarity
Finnish firms are abandoning siloed and fragmented ESG practices. Instead, clear roles, structures, and scalable models are taking their place.
46 % of respondents now operate with a federated ESG model: a central ESG team provides guidance, while business units own implementation.
36 % use a fully centralized model, and just 18% remain decentralized.
- Key benefits cited:
- Clear responsabilities
- Scalable data and process architecture
- Decision-making rooted in business needs
2. Progress is being made but gaps still persist
ESG maturity varies significantly across the sample. While governance and KPI structures are strong, technological and process capabilities continue to lag behind.
The chart shows the ESG maturity levels of companies surveyed on a scale of 1-4. Governance is on the highest level at 3.21 KPI's at 3.11. and strategy at 3.13. Technology level is the lowest at 2.55 and still heavily regulatory-driven processes are at 2.83.
Major challenges identified:
- Collecting and validating Scope 3 and supply chain data
- Over-reliance on Excel, fragmented systems
- Ambiguous ownership and process gaps
- Skills shortages, especially in procurement, risk management, HR, and IT
3. From compliance to competitive advantage
The shift is underway from basic compliance towards unlocking value and driving operational performance through ESG.
Key opportunity areas cited by executives:
- Leveraging AI and automation in reporting and data quality assurance
- Deepening supplier engagement and transparency
- Circular economy innovations and new business models
- Risk-based value chain management
Our recommendations for building a high-impact ESG model
Turn ESG into a strategic advantage
Finnish companies are on the verge of a transformation. Our study shows that ESG is rapidly becoming an operational discipline. Those that move beyond compliance and use ESG as a lever for data-driven, business-focused performance will unlock new competitive edge, benefiting customers, investors, and employees.
