Building Trust with Sustainability Reporting: 5 Ways to Engage Your Stakeholders

Building Trust with Sustainability Reporting: 5 Ways to Engage Your Stakeholders

Sustainability reporting is no longer just a passing trend. It is increasingly becoming a strategic imperative for organisations and businesses of all sizes. In the past, sustainability reporting was often seen as a voluntary exercise, something that organisations did to show that they were good corporate citizens. However, time has changed. Stakeholders are now demanding more information about the social and environmental impact of the organisations they engage with.

Given this growing demand for transparency and accountability from stakeholders, organisations that fail to report on their sustainability performance are at a competitive disadvantage. According to Businesswire, a recent study found that more than a third of global consumers are willing to pay more for sustainability as demand grows for environmentally friendly alternatives. What this means is that businesses and organizations that undertake sustainability reporting are better positioned to capture a significant share of the market.

What is Sustainability Reporting?

Sustainability reporting is like an organisation’s report card on its impact on the environment, society, and governance (ESG). It’s a comprehensive way of measuring and communicating the non-financial performance of an organisation including its progress toward its identified sustainability goals. Sustainability reporting is more than just a corporate governance tool or a box-ticking exercise. It’s a strategic cornerstone that can help organisations effectively confront and counter emerging challenges, and build long-term resilience.

Think of it this way: sustainability reporting is like a window into your organisation’s soul. It reveals your values, goals, and progress on a range of ESG issues, such as climate change, human rights, and corporate governance.

Purpose of Sustainability Reporting

The purpose of sustainability reporting goes beyond just fulfilling regulatory requirements. It’s about being accountable, transparent, and committed to making a positive impact. Here are the key objectives:

  1. Transparency: Sustainability reporting provides stakeholders with a clear view of the organisation’s sustainability efforts and progress. When you do sustainability reporting well, you’re not just being transparent with your stakeholders; you’re also showing them that you’re committed to building a sustainable business
  2. Accountability: it shows that the organisation is taking responsibility for its environmental and social impact. By providing a dashboard, it enables itself and its stakeholders to access and track its commitment and progress. That’s something that investors, customers, employees, and other stakeholders are looking for.

3. Trust Building: Build trust with customers, investors, employees, and the wider community.

4. Continuous Improvement: Use the data to identify areas for improvement and set more ambitious sustainability goals.

5. Competitive Advantage: Stand out as a company that’s not just about profits but also about making the world a better place.

Organisations that aren’t focused on sustainability are at a growing risk. Emerging challenges like climate change, social inequality, and economic instability are all interconnected and can have a significant impact on different industries. Sustainability reporting can help them to identify and manage risks. It can also help them to identify opportunities to innovate and create new sustainable products and services. It promotes transparency by allowing organisations to disclose their environmental, social, and governance (ESG) practices. This transparency encourages them to be honest and accountable about their sustainability efforts and their impact on the environment and society

What Should a Sustainability Report Contain?

A sustainability report should be comprehensive and transparent, encompassing various crucial elements. It typically includes information about environmental impact, detailing efforts to reduce environmental harm, such as carbon emissions, energy use, water consumption, and waste management. Additionally, your sustainability report should include information about social impact projects, highlighting social initiatives and practices, including diversity and inclusion, employee well-being, and community engagement.

It should also provide thorough insight into the governance structures of the organisation, focusing on board composition, executive compensation, and ethical behaviour within the organisation. The report should also address goals and progress, presenting clear targets and an honest assessment of the organisation achievements. Importantly, when implementing an ESG and sustainable development strategy, the report incorporates the use of key performance indicators (KPIs) to track progress and refine the project. These KPIs should be benchmarked against other organisations in the same industry and stakeholders should receive regular reports on the progress of the strategy.

How to Use Sustainability Reporting to Build Trust:

  1. Engage Stakeholders: Sustainability reporting is not linear or one-way communication. It’s a dialogue with your stakeholders. It encourages feedback, listens to their concerns, and demonstrates your commitment to addressing them. This engagement builds trust and shows that you value their input. Furthermore, it allows for a deeper understanding of the diverse perspectives and expectations of your stakeholders, enabling your organisation to better adapt and align its sustainability efforts. In this ongoing dialogue, the mutual exchange of ideas, concerns, and solutions solidifies the bond between you and the stakeholders, reinforcing the shared commitment to a sustainable future.

2. Set Ambitious Goals: A comprehensive sustainability report goes beyond showcasing past accomplishments. It should be a roadmap for the future, emphasising your organisation’s commitment to continuous improvement. By setting ambitious goals and openly sharing your progress, you send a clear message to stakeholders that your dedication to sustainability is unwavering. This forward-looking approach not only inspires confidence but also signals your intent to create a lasting and meaningful impact. It demonstrates your proactive stance to address environmental and social challenges, fostering trust, and aligning your organisation with the global pursuit of a more sustainable and responsible future.

3. Share Success Stories: Integrating case studies and real-world examples into your sustainability report is essential for bringing your commitment to life. These stories serve as tangible proof of your dedication to sustainability. Whether it’s a community project that enriched local lives, an innovative environmental initiative that reduced carbon emissions, or a diversity and inclusion program that promoted equity and inclusion, these case studies paint a vivid picture of your impact. They provide context, illustrate your values in action, and reveal how you’ve made a positive difference. Such narratives engage, inspire, and resonate with stakeholders, reinforcing their belief in your dedication to building a more sustainable and inclusive future.

Be Transparent About Failures: Trust is a delicate balance that isn’t solely rooted in successes. How an organisation handles its failures is arguably more important than its successes. When sustainability goals are unmet, honesty and transparency are paramount. This openness shows the organisation’s understanding that sustainability is a journey and not a destination. Openly acknowledge your shortcomings, and articulate the lessons learned, while emphasising the corrective actions. This vulnerability not only demonstrates a commitment to improvement but also builds trust.

5. Align with Stakeholder Interests: Effective sustainability reporting should prioritise alignment with stakeholder interests. By identifying and addressing the issues that matter most to your stakeholders, you demonstrate attentiveness and responsiveness to their concerns. This tailored approach not only showcases your commitment to listening but also plays a pivotal role in nurturing trust. It illustrates that you are genuinely attuned to the specific matters they care about, reinforcing the notion that sustainability efforts are driven by a shared understanding and collaboration.

The New Sustainability Disclosure Standards

It’s also worth mentioning that the Nigerian Exchange Group (NGX) has officially announced the adoption of the International Financial Reporting Standards (IFRS) 1 & 2 Sustainability Disclosure Standards by Nigeria. This means that all publicly listed companies in Nigeria will be required to make full disclosures on their sustainability practices in their annual reports using the IFRS 1 & 2 Standards.

Requirements for Early Adopters

An early adopter is a reporting entity that has elected to adopt the IFRS S1 and S2 for the accounting period ending on or before December 31, 2023, which is before the effective date of the standards. The reporting entity must:

  • Have published reasonable sustainability reports over the past two years
  • Be willing to be part of the “early adopter category” phase of the adoption process.

The implication of this is that, as the world becomes more interested in sustainability and Nigeria aims to be one of the first countries to adopt the IFRS Sustainability Disclosure Standards, organisations that currently report on sustainability should take the opportunity to become early adopters of this comprehensive global framework.

Conclusion

Sustainability reporting is no longer just a nice-to-have. It’s a must-have for any organisation that wants to build trust with stakeholders and stay ahead of the curve. By being transparent, accountable, and committed to continuous improvement, organisations can demonstrate their dedication to sustainability and earn the trust of their customers, investors, employees, as well as the wider community.

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Mr. Oscar Onyema

Board Member

Mr. Onyema is an accomplished board director and capital markets executive with over 25 years of experience leading institutional transformation, market infrastructure development, and strategic growth across financial services, energy, and technology sectors. As former CEO of the Nigerian Stock Exchange and founding Group CEO of NGX Group, led historic demutualization and listing, launched multi-asset platforms, and delivered a 200%+ surge in profitability.

 
Brings boardroom depth from global institutions including the World Federation of Exchanges, Green Impact Exchange, and CSCS Plc, with a strong track record in navigating complex regulatory environments, scaling platforms, and unlocking capital for innovation and growth. Combines financial acumen with proven execution in ESG, digital transformation, and risk governance. National honoree (OON), published author, and recognized voice shaping the intersection of capital markets, energy transition, and frontier economies.

Mr. Haruna Jalo-Waziri

Board Member

Mr. Haruna Jalo-Waziri is the Managing Director and Chief Executive Officer of Central Securities Clearing System Plc (CSCS), a position he assumed in November 2017. He has overall responsibility for delivering on the company’s vision and mission. Since taking over at the helm, he has driven a number of strategic initiatives, leading to notable efficiency gains and repositioning the company for sustainable growth.

Mr. Jalo-Waziri has three decades hands-on experience across multiple financial disciplines, with a career spanning Investment Banking, Securities Trading, Pension Funds Administration and conventional Asset Management, Business development and Regulation. He is an award-winning Executive, with reputable track record in leading successful start-ups and business transformations.

Prior to being appointed Chief Executive Officer of CSCS Plc, he was Executive Director, Capital Markets at the Nigerian Stock Exchange, with primary responsibility for deepening the market through products, market structure innovation and new listings, as well as generating order flow across all asset classes. Under his stewardship, the partnership between the NSE and the London Stock Exchange was established, an alliance which has birthed a number of dual listings on these Bourses. He led the launch of the Premium Board on the NSE, distinguishing value companies with strong governance practices and creating enhanced liquidity flow for the counters. He also led the introduction of the Nigerian Sovereign Green Bond as well as the Federal Government Retail Savings Bonds. Mr. Jalo-Waziri previously served as Managing Director/Chief Executive at both UBA Stockbrokers Limited and UBA Asset Management Limited, transforming the businesses to becoming top- 5 in their respective segments. He also pioneered the asset management business of Kakawa Discount House Limited (now FBN Merchant Bank) and previously worked at the Securities and Exchange Commission.

Mr. Jalo-Waziri is a Director on the Board of NG Clearing Limited and the Board of Special Olympics Nigeria. He is on the Advisory Board of Business Day and currently serves as Vice President of the AIFA Reading Society, an NGO, which focuses on promotion of a reading culture and sustainable development of the educational system in Africa. He has served on the Boards of several companies, including FSDH Merchant Bank Limited, Nigeria-German Chemicals Plc, Protea Oakwood Hotel Limited, Coral Properties Limited, UBA Stockbrokers Limited and UBA Asset Management Limited to mention a few. He is a life member of the Institute of Directors.

Mr. Jalo-Waziri is an economist, and an alumnus of reputable institutions, including the Lagos Business School and Venture Capital Institute of America. He holds a first degree and MBA from the University of Maiduguri and the Abubakar Tafawa Balewa University respectively. He is a member of the Chartered Institute for Securities and Investment UK, Chartered Institute of Stockbrokers and Institute of Capital Market Registrars.

Mr. Tajudeen Ahmed

Board Member

Mr. Tajudeen is a highly experienced strategic leader with three decades of executive management expertise combining of business leadership with deep functional expertise across Treasury Management, Portfolio Management, Credit Management, Manufacturing, Agro-allied, Construction and Transportation sectors, among others.

Mr Tajudeen has held various managerial positions in the Asset Management Corporation of Nigeria (AMCON), which includes Head Strategic Portfolio & Loans AMCON, Executive Director, at the Resolution & Restructuring Company Limited (A wholly owned subsidiary of AMCON that managed Portfolios in other entities) and Group Head, Asset Management AMCON. He held the positions of General manager and Group Head Treasury at Dangote Group and Chief Financial Officer at the Greenview International Co. Ltd, Ghana (A division of the Dangote Group of Companies).

Mr Tajudeen Ahmed also held the position of Principal Manager & Group Head Treasury, Inland Bank Nigeria PLC (Now FCMB Group PLC), Lagos.

With a solid career history in management, Mr Tajudeen possesses extensive global expertise, including High Performance Leadership, Corporate Policy, Development Strategy, Portfolio Management, Fiscal Responsibility, International Banking, Treasury Management, Investment Risk Management and Environmental Management.