Management must have appropriate, reliable information on ESG topics to evaluate performance, consider needs, and steer resources to enable achievements of goals and objectives.

ESG information is developed for many purposes – regulatory compliance, industry standards, customer commitments, and investor requests, to name a few.   Each channel presents its own risks and opportunities.  This poses challenges to ESG leaders, Compliance leaders, Risk Management and others for internal Management reporting.

DHC helps clients with NFR programs, systems and controls that organizational Management needs to meet the needs of various departments.

These include:  Compliance; Environmental; Finance; Human Resources; Investor Relations; IT; Legal; Management (senior, divisional, functional); Operations; Procurement; Quality; Real Estate; R&D; Risk Management.

DHC also helps clients differentiate between internal non-financial reporting for:

• Routine reporting
• Non-routine reporting

Robust internal systems and controls help the Company track performance, demonstrate fulfillment to external parties, monitor and mitigate risk, and identify and leverage ESG opportunities.

DHC retains the perspective from roots in facility operations and compliance.  The hands-on experience on night shifts and weekends provides distinctive experience to drive simple, practical solutions and procedures.  Applying these perspectives to the complicated and dynamic area of NFR helps clients go further, faster, and more efficiently.

Companies should report ESG performance to Management before the end of reporting periods used for external Non-Financial Reporting.  Internal Management reporting is a risk mitigation measure itself.  This enables companies to identify and address barriers to ESG performance before other stakeholders evaluate performance, identify shortfalls, and make decisions that could put the company at a disadvantage.  At a minimum, early reporting to Management reduces the element of surprise if the company does not meet objectives.   Management Reporting on ESG also forces ESG leaders to examine the organization’s efforts, and identify areas of notable success.  This exercise can help embed ESG further into the organization, and differentiate from peer companies.

Reporting on Environmental Fraud/ ESG Fraud is uniquely suited to internal reporting, with different reporting to different levels of Management.  Prevention of fraud involves well-designed systems and controls – an effort constantly undergoing improvement.  Detection of fraud – or possible fraud – triggers steps such as investigations.  Compliance, Risk Management and Internal Audit departments have developed techniques for prevention and detection of fraud.  They have also developed internal reporting parameters.  Once ESG specialists recognize what ESG fraud looks like and how it can occur, these techniques can be adapted for the ESG space.