ESG services

This new report, based on in-depth interviews with 50 chief sustainability officers and managers in 10 countries, examines how group sustainability units operate within corporate structures, what makes them successful and how they plan to develop in the future.

It finds that sustainability has become a board-level responsibility, but that sustainability-focused organizations are still developing in maturity, including in response to new ESG reporting requirements, such as the European Union’s Corporate Sustainability Reporting Directive (CSRD).

This is a regular publication from KPMG's EMA Financial Services Regulatory Insight Centre, providing key updates on the latest ESG regulatory developments impacting financial services firms in the UK and the EU.

What are the prospects for the global renewable energy industry to bridge the gap and deliver the desired speed and scale of growth by 2050? In the face of mounting barriers, how can renewable energy stakeholders—from developers to policymakers—innovate to accelerate the pace of sustainable energy solutions? With over 84% of renewable executives reporting project delays or cancelations, what lessons can we draw from those who have triumphed over these challenges to reimagine our approach to deployment?1 As investment flows are crucial, what are the roles and responsibilities of financial institutions in overcoming the funding challenges for renewable energy projects?

Despite not making as much progress as hoped for on the New Collective Quantified Goal on climate finance or on the phase out of fossil fuels, there are many reasons to be positive about COP29. It is very clear that non-state actors are moving in a constructive direction to address key challenges on the mitigation and adaptation agendas. Overall, there was more positivity than expected and a real sense of momentum across various fronts.

While COP29 was described as the “Finance COP” which it very much was, the other critical issue that dominated discussions was the requirement for signatories to the Paris Agreement to produce third generation Nationally Determined Contributions (NDCs) and the need for greater levels of ambition by February 2025 (though it is likely most countries will delay past this date).

Larry Bradley, Leadership | 16 June 2020

Over the last few months I have been connecting with leaders across KPMG to discuss the vital supporting role to be played by the audit profession to ensure that businesses report on their carbon footprints and sustainability agendas in a consistent manner, so that assurance on this information can be reliably provided by independent parties. The current COVID-19 pandemic has underscored the key importance of transparent reporting of the risks facing entities in this environment, including the resilience of their business models and global supply and value chains, and the interconnected role that financial and non-financial information play in achieving that goal.

Value chain regulations are expanding globally, and there has been a shift from voluntary guidelines to the introduction of mandatory regulations. Establishing strong due diligence measures is crucial for complying with multiple regulations.

This guide aims to demystify the Corporate Sustainability Due Diligence Directive (CSDDD) and value chain due diligence, with practical ways to start preparing. Taking steps to prepare can not only support your legal compliance but also help promote responsible and sustainable business practices in line with international frameworks.

Companies worldwide are preparing for the advent of mandatory reporting on sustainability, according to the 2024 edition of KPMG’s Survey of Sustainability Reporting.

The research shows that sustainability reporting has become part of business as usual for almost all of the world’s largest 250 companies, and a large majority of the top 100 companies in each country, territory or jurisdiction. The last two years have seen significant increases in the proportion of companies publishing carbon reduction targets.The proportion of companies reporting on biodiversity remains lower but has similarly increased since 2022.

As the global energy landscape evolves, financial investors and corporates are navigating the complexities of the energy transition. This transformation offers significant investment opportunities, driven by the need to enhance energy efficiency, expand renewable energy capacity, and modernize infrastructure.

However, with opportunities come challenges, from regulatory uncertainty to market volatility. The Energy transition investment outlook: 2025 and beyond provides critical insights from 1,400 senior executives across 36 countries and territories, highlighting investment trends, risks, and the evolving strategies that are shaping this journey.

Leaders 2050 is a professional network for future leaders across sectors, around the globe who have an interest in creating a more sustainable future through net zero ambitions, clean growth strategies and inclusion, diversity and equity (IDE).

The network’s mission is to equip the next generation with the insights, skills and opportunities needed to drive a better tomorrow.

As the global shift towards a circular economy accelerates, now is the time for businesses to unlock new opportunities for a more sustainable and prosperous future.

In a world confronted with the urgent realities of finite resources and environmental impact, the need to transition from a linear to a circular economy is more pressing than ever. The consumer goods and retail (C&R) industry, with its substantial reliance on primary raw materials and its significant environmental footprint, has a crucial role to play in this transition.

In this report, we examine the progress of the C&R sector towards circularity. By analyzing six key areas, the report provides a snapshot of the industry's readiness across its different sub-sectors, highlights leading practices, and offers recommendations for accelerating the shift to a circular economy.

The KPMG 2024 Banking CEO Outlook examines how today’s banking leaders are facing multifaceted and relentless challenges.

Banking CEOs largely demonstrate confidence in the growth potential of their organizations. Main priorities for banking CEOs include continued investment in business transformation through technology, with generative AI (Gen AI) gaining prominence as a top investment.

At the same time, banking CEOs feel pressure in the context of today’s uncertain geopolitical and macroeconomic environment.

ESG requirements are putting new demands on supply chain leaders, but also creating opportunities for better business performance.

Environmental, Social and Governance (ESG) requirements are increasingly being recognized as an indispensable part of corporate strategy. KPMG’s 2023 CEO Outlook Survey of more than 1300 global CEOs found that over two-thirds (69 percent) have fully embedded ESG into their business to create value. A quarter (24 percent) believe that over the next 3 years, ESG will have the greatest impact on their customer relationships, and 16 percent believe it will help build their brand reputation. However, even with this awareness, 60 percent indicate that their ESG progress is not strong enough to withstand potential scrutiny.