The 2023 State of Corporate ESG: at The Crossroads of Data, Regulations, and Digital Solutions

Thomson Reuters Institute
The 2023 State of

Corporate ESG
At the crossroads of data, regulations,
and digital solutions
The 2023 State of Corporate ESG: at the crossroads of data, regulations, and digital solutions
Executive summary
If 2023 has proven anything, it is that increased uncertainty is the new normal. COVID-19,
Russia’s war in Ukraine, shifting economic sanctions, evolving regulations, heightened trade
tensions, and extreme climate-related events have impacted supply chains, prices, labor
supply, energy security, and much more. Now more than ever, companies are navigating a
Volatile, Uncertain, Complex, and Ambiguous (VUCA) world.
It is against this backdrop that we set out to better understand how companies are
approaching ESG, how this is evolving, and what solutions companies are putting in place to
advance their ESG initiatives. We spoke to 24 C-suite and functional leaders in a range of roles
from Chief Sustainability Officers to Chief Supply Chain Officers and surveyed 183 C-suite and
functional leaders across a range of industries and geographies, focusing on North America
and Europe.
Across our interviews and research, one clear and consistent theme emerged: we are at a
crossroads in corporate ESG management, with regulation, data, solutions, and actions
maturing rapidly. Thus, new challenges, needs, requirements, and opportunities are also
emerging for companies looking to tackle ESG.
In this report, we’ll delve into how companies are solving ESG-related challenges, explore the
role of third-party solutions in that context, and look at examples of solutions companies are
implementing to progress their ESG agendas.
Key findings on the 2023 State of Corporate ESG include:

• Companies are struggling to keep abreast of the multitude of ESG guidance and
regulations, with the risk and compliance tasks of meeting regulations across geographies
particularly stretched
• Companies are turning to third-party solutions to tackle a wide range of ESG activities,
such as understanding emerging regulations, supplier and customer due diligence, or
monitoring consumers and competitors
• Adoption levels are already high amongst large companies with investment accelerating
behind tools and solutions
• While historically there has been high investment behind consultative support, spend is
now shifting towards tools and software, particularly as ESG standards become more
established and reporting more commonplace
As a result, ESG leaders are seeking new solutions related to data, regulations, and
digital solutions:
• Companies are seeking integrated end-to-end solutions and approaches to streamline

and simplify the solutions they have in place and improve their inter-operability and
connectiveness with other existing enterprise solutions
• Companies are turning to AI and machine learning to connect disparate data and yield
better ESG analysis and insights, especially for greenhouse gas (GHG) emissions tracking
• Companies are looking for honesty and transparency around what can and can’t be
delivered by solutions providers, which is particularly important given the risks now at
stake (e.g., regulatory)
• Companies increasingly want help with engaging third parties, including suppliers to
improve compliance, as well as tracking actions and performance over time
Key findings from our survey of C-suite and functional leaders involved in ESG include:
• 71% agree or strongly agree that the role of ESG in corporate performance will grow
in the future
• 60% agree or strongly agree that their company is willing to invest to use ESG as a
competitive advantage
• 56% agree or strongly agree that there’s a consensus across their company’s leadership
on the high value of ESG investment
• 91% currently use third-party solutions related to ESG management

Methodology
This report and its findings follow a customer research project conducted over the spring
and summer of 2023 focused on North America and Europe and aimed at understanding the
state of corporate ESG agendas, the awareness and adoption of third-party ESG tools, key
decision makers and contributors to the selection process, amongst other research objectives.
To gain a well-rounded perspective, the research spanned both an online survey and in-depth
executive interviews. The survey component tallied 183 respondents in C-suite and functional
leadership roles who are involved in the selection, implementation, and use of third-party
market intelligence, information-enabled software solutions and/or managed service
providers, or are involved in the vendor selection or vendor compliance processes, including
ESG vendors.
This was complemented by 24 in-depth interviews with C-suite and functional leaders at a
diverse range of companies across industries, sizes, and geographies. It included decision-
makers such as Chief Sustainability Officers, Sustainability Managers, Chief Supply Chain
Officers, Chief Financial Officers, and a Chief Risk Officer at recognized multinational brands
with leading ESG programs. All interviewees had accountability for leading and/or managing
ESG standards at organizations with third party screening and ESG reporting requirements.
73% of companies surveyed were over $1B in global revenues, 57% had over 5,000
employees, and respondents were based in the U.S. (66%), U.K. (18%), and Germany (16%)
across a wide range of industries and roles (24% procurement, 20% sustainability/ESG, 16%
Corporate Strategy, 12% Supply Chain, and 11% Finance).
Almost all (87%) were directly involved in the selection (with 75% of that number involved in
the purchase) of third-party market intelligence, information-enabled software solutions and/
or managed services, while the rest were involved in the management or usage of such tools
and/or solutions.
Our survey of 183 C-suite and functional leads covered

a range of industries, roles, and geographies
Work location Industry
Healthcare and pharmaceuticals

14% 16% Industrial
4% Tech
U.S.A. 66% Food and beverage
5%
13% Finance
U.K. 18% 8% Retail
Energy
Germany 16% 11% Automotive
10%
Consumer products/goods
10% 10%
Other industries
(e.g., chemicals, transport)
Job role Employee count

251 - 999 1000 - 4999 5000 - 9999 10,000+
C-Suite
(n=183) 10% 33% 20% 35%
27%
Global annual revenue (in USD)

Functional
leader $500M - < $1B 1B - < $10B $10B or more
73%
(n=183) 27% 52% 21%
Regions worked for Job function
North America 80%

16%
Procurement
Europe 54%
20% Sustainability / ESG
11% Corporate strategy / HQ
Asia Pacific 30%
Supply chain
Africa and 24% Finance
Middle East
11% Risk and compliance
South America 21% 24% Legal
Country specific 2% 9%
only
4%
At a crossroads in ESG management
From supply-chain disruptions to energy shortages, price spikes, and broader inflationary
pressure, 2023 has proven to be a challenging year to navigate for many. With so many
business pressures, how are corporate priorities changing around ESG? What challenges are
companies facing in this area and how are they solving these challenges? Where do they see
opportunities and how are they seizing these?
Despite rising costs of capital from rapid interest rate hikes and much publicized political
and shareholder pressures, interviewees reinforced that ESG remains a major focus for many
large multinational companies and is increasingly on the agenda of smaller-to-mid-sized
companies (SMEs) too.
We found that 75% of C-suite and functional leaders involved in the selection, usage, and
management of third-party market intelligence and information-enabled software solutions
and/or managed service providers agree or strongly agree that leading in the area of ESG is
important to being a good corporate citizen, and 71% agree or strongly agree that the role of
ESG in corporate performance will grow in the future.
Not only are companies placing importance on ESG, our survey revealed that they are also
willing to invest behind this to create competitive advantages. Of the large corporates we
surveyed, 60% agree or strongly agree that their company is willing to invest to use ESG as a
competitive advantage, and 56% agree or strongly agree that there’s a consensus across their
company’s leadership on the high value of ESG investment.
Figure 1
Investing in ESG remains a top corporate priority
Q: How much do you agree with the following statements? (note: only
showing combined percentage who stated “agree” and “strongly agree”)
Agree Strongly agree (n=183)
37% 34%
The role of ESG in corporate performance will grow in the future
43% 32%
Leading in the area of ESG is important to being a good corporate citizen
32% 26%
Leading in the area of ESG is important to drive higher corporate performance
39% 21%
My company is very willing to invest to use ESG as a competitve advantage
37% 19%
There is consensus across my company’s leadership on the high value of ESG investment
These datapoints echo recent research by ECI Partners in their Growth Characteristics 2022
report, showing that 74% of 500 U.K. CEOs sampled now hold ESG as equally important as
financial performance.1
This continued attention should come as no surprise. 2023 has been marked by some of the
biggest disruptions to both people and planet, with extreme climate change-related events
causing widespread destruction and disruption.
The world is on track to mark the third year in a row in which climate change-related losses
have exceeded over $110B in damages.2 Developing countries are asking for a similar amount
– roughly $100B – for an international climate change-related loss and damage fund ahead
of COP28 in Dubai this December.
The recent wildfires in Maui, Hawaii – the deadliest wildfire in the U.S. in over a century with a
death toll of more than 100 – serve as a reminder that business and nature are inseparable.3
It is now established that the blaze was set off due to a combination of ailing electric
infrastructure, drought conditions, and extreme weather. As a result, dozens of lawsuits have
been filed against Hawaiian Electric, adding to the potentially billions of dollars in damages
that electric utility companies face across the western U.S. for failing to cut off power during
extreme weather events that led to other catastrophic fires.4
1
ECI Partners, Growth Characteristics 2022
2
Swiss Re, 3/29/23, In 5 charts: continued high losses from natural catastrophes in 2022
3
USA Today, 8/30/23: How many people died in Maui fires? Officials near end of search for wildfire victims
4
CNBC, 8/28/23: Electric utilities face billions in wildfire liability with aging power lines risking another catastrophe
Meanwhile heatwaves in Asia continue to cause droughts, impacting water tables and
leading to significant crop failure – with China once again reaching its hottest temperature
on record in 2023.5 Climate change-related food security has also impacted Europe,
with February storms across Morocco and Spain leaving British grocery shelves empty of
tomatoes, cucumbers, and lettuce.
“Climate change is directly affecting our business performance, particularly as a result of

droughts, impacting supplies and productivity.” – CSO, global sugar refiner
Tourism – almost 10% of the world economy 6 – is

being impacted too. August wildfires in Greece
were declared the largest wildfires ever recorded “Climate change is
in the EU, burning an area larger than New York directly affecting our
City within 10 days and claiming the lives of business performance,
20 people. These added to already significant
particularly as a
wildfires in Greece earlier in the summer,
result of droughts,
including one in Rhodes which affected the
holidays of tens of thousands of tourists, to whom
impacting supplies and
the Greek government has offered free trips (at productivity.”
a presently unknown cost to the government).
– CSO, global sugar refiner
Tourism accounts for over 18% of Greek GDP 7,
making it a vital part of the country’s economy.
Due to an increase in these types of events, the insurance and re-insurance sectors are
having to rethink how they underwrite risk, with commercial and operational implications for
companies globally. For example, some companies are paying higher premiums or struggling
to get insurance coverage due to increased climate change-related risks. Companies are also
increasingly working with insurers to identify risks and take certain mitigation and climate-
change resilience measures to help reduce premiums.8
“$44 trillion of economic value generation – over half the world’s total GDP – is moderately or
highly dependent on nature and its services and, as a result, exposed to risks from nature loss.”
— World Economic Forum, New Nature Economy report 9
With a significant amount of economic value depending on the health of our planet – over
half of the world’s GDP according to the World Economic Forum – companies are increasingly
realizing they must act today to build and maintain successful sustainable business
operations for years to come.
5
Reuters, 7/17/23: China logs 52.2 Celsius as extreme weather rewrites records
6
WTTC; Oxford Economics: statista.com/statistics/1099933/travel-and-tourism-share-of-gdp
7
Statista, 2022, 8/29/23
8
Reuters. 11/11/21 Focus: Risky business: Climate change turns up the heat on insurers, policyholders
9
World Economic Forum, New Nature Economy series; Nature Risk Rising: Why the Crisis Engulfing Nature Matters for Business
and the Economy
Challenges and opportunities in tackling ESG

While the statistics presented above clearly demonstrate the continued focus and investment
behind ESG overall, many leaders that we interviewed pointed to the rapidly evolving
regulatory landscape as a key factor in maintaining focus on ESG. These are evolving at-pace
globally, covering a wide array of topics from materials sourcing, labor standards, green
taxonomies, deforestation, and many more.
One executive said there were close to 40 regulations on their radar, and another said
complying with new regulations is what “keeps me up at night.” These include the EU’s
Taxonomy for Sustainable Activities, Germany’s Supply Chain Act, the U.S.’s Uyghur Forced
Labor Prevention Act, California’s new law to reduce single-use plastics, guidance from
the Task Force on Climate-Related Financial
Disclosures (TCFD) or the newer Taskforce on
Nature-related Financial Disclosures (TNFD), “We are fumbling on
upcoming EU regulation on deforestation-free the regulatory side and
products, to name but a few. Governments the regularly blindsided by
world over are taking aim at everything from new regulatory changes.
plastics, air pollution, chemicals, labor standards,
Suppliers are asleep,
nature protection, and more.
and we’re now unable
Layered on top are new rules governing specific to sell certain products
industries, such as energy, oil and gas, and due to non-compliance
automotive. Several jurisdictions – including the concerns.”
U.K., EU, and California – have implemented laws
to ban the sale of gasoline cars within just a few – CSCO, cosmetics manufacturer
years’ time, requiring entirely new supply chains,
infrastructure, and more.
Furthermore, new laws such as the U.S. Inflation Reduction Act have created new structures
of incentives, including almost $400B of available subsidies over the next decade to spur
investment into green technology – yet another dimension of ESG-related investment that
companies must navigate. The EU has reacted with similar pledges – with over €300B of
funds in the Green Deal Industrial Plan.10
“We are fumbling on the regulatory side and regularly blindsided by new regulatory changes.
Suppliers are asleep, and we’re now unable to sell certain products due to non-compliance
concerns.” – CSCO, cosmetics manufacturer
10
CaixaBank Research, caixabankresearch.com/en/economics-markets/public-sector/eus-answer-inflation-reduction-act-you-
cannot-have-dessert-until
For many companies across many industries, complying with new rules is quickly becoming
a matter of business continuity. Those that get ahead of rules and regulations often benefit
the most, setting themselves apart from their talent and investment communities and
demonstrating superior corporate speed and agility. New operating efficiencies and cost
savings actions – through energy efficiency, or more predictable supplies, for example – can
also lead to higher profitability. By attracting better talent, they can outperform competition
in the long run.
Rather than distracting from ESG, supply chain disruptions have reinforced the need to
tackle ESG issues to help manage risks in this area. Whether better understanding suppliers
and building more collaborative approaches to ensuring supply continuity or forging new
partnerships and opening connections to alternative supplies, ESG is generally embraced as
contributing to the overall agenda of managing risk and is often seen as part-and-parcel with
improving business resilience.
Regardless of whether companies are leaders, laggards, or even skeptical in approaching

ESG issues, we found that most companies are at a minimum keeping an eye on its
development, realizing they won’t be able to escape the topic as regulations advance and
stakeholder pressures increase.
For most upstream B2B suppliers, this pressure is even more immediate, with large brand
customers – such as automotive manufacturers, consumer packaged goods, and retailers –
mandating their own standards across their supply chains. Non-compliant suppliers are at
risk of getting dropped, creating an urgent and compelling commercial imperative for B2B
suppliers to drive action around their ESG standards.
Some companies might need to source new suppliers or drive overall improvements in
supply chain transparency. In this context, it’s critical for companies to look under the hood;
understanding ownership and control across many degrees of separation, looking at registries
or shell companies in offshore countries, searching for financial misconduct issues such as
money laundering or fraud, or identifying connections to individuals on sanctions lists.
“For one of my F&B clients, it was revealed that 45% of their profit came from customers that
bought because of their ESG performance. This shows how critical performance it this area really
is.” — F&B sustainability consultant
Furthermore, most companies we spoke with

are pursuing business opportunities related to “For one of my F&B
the “green transition” or aligned with ESG issues clients, it was revealed
more broadly. Recent NielsenIQ data shows why: that 45% of their profit
from 2018 to 2022, products with ESG-related came from customers
claims grew at a faster pace (6.4% CAGR) than
that bought because of
products without such claims (4.7% CAGR).
their ESG performance.
Multiple global consumer surveys have also
revealed the growing consumer and employee
This shows how critical
interest in companies that improve society and performance it this area
the environment, especially amongst younger really is.”
generations. Six-in-ten Millennials and Gen
– F&B sustainability consultant
Zs are now willing to pay more for sustainable
products and services .11
Figure 2
Product sales grow faster when they include ESG-related claims
Products without
ESG*-related claims 4.7
Products with
ESG-related claims 6.4
+1.7 percentage points
*Environmental, social and
governance. Source: Nielsen
Yet many of the executives we spoke with felt the transition to sustainable or ESG-oriented
offerings is far from straightforward. One executive at a global stationery brand said a
competitor had recently been called out by consumer and civil society groups for making a
poor choice of sustainable packaging. Or last year, the U.S. blocked over 1,000 shipments of
solar components due to Chinese slave labor concerns, demonstrating the rigor and standards
required in the transition to clean energy.12
11
Deloitte 2023 Gen Z and Millennial Survey
12
Reuters. 11/11/22. U.S. blocks more than 1,000 solar shipments over Chinese slave labor concerns
In our interviews, we also found several examples of companies who have developed ESG-
aligned products despite ESG not being a strategic area of focus. For example, the CFO at a
regional U.S. bank serving the U.S. Midwest region feels ESG is not culturally aligned to his
company or the communities they serve, yet they developed a solar financing product and
recognize that they will need to invest in monitoring and complying with ESG regulations as it
evolves and advances.
For companies just starting off this journey,

news and update alerts are a great start to build
understanding of what disclosure requirements
“The region in which
are coming. For those looking to implement ESG we operate is quite
agendas more proactively, best practice controls conservative, and ESG
and policies can be put in place with the help of has not been embraced
third-party solutions providers. as it has been in many
other parts of the
“The region in which we operate is quite conservative,
country. So far, we have
and ESG has not been embraced as it has been in
many other parts of the country. So far, we have been
been largely informal
largely informal in our approaches and processes in our approaches and
related to ESG, however, we also know it’s looming processes related to
on the horizon, and it’s something we’ll have to ESG, however, we also
comply with in a more formal capacity.” – CFO, know it’s looming on
regional U.S. bank the horizon, and it’s
Another, a U.S. based biotech start-up, is too
something we’ll have to
early-stage for an ESG strategy. However they are comply with in a more
designing their operations to be the safest and formal capacity.”
cleanest facilities in the world to ensure long-term
– CFO, regional U.S. bank
business continuity and get ahead of more onerous
EPA regulations and EU standards. They are also
investing in solar for energy independence, as
opposed to environmental, reasons.
“Everyone asked when we first started out: did you go to Mexico to skirt the EPA rules? No, not
at all. Our equipment and technology far exceed European standards, and European standards
exceed the EPA’s standards. We’re in Mexico for one reason and one reason only: it’s North
America’s largest medical device contract manufacturing hub, period.”
– CFO, medical devices startup
For companies looking to scale up their operations, understanding the geographies in which
they might operate and the suppliers and partners they might work with are critical in the
early stages. Companies can help avoid early missteps, lost investments, or reputational
damages by putting the right solutions in place from the start.
Adverse media monitoring solutions on ESG-

related topics such as forced labor, critical “Everyone asked when
incidents, or environmental crime is crucial. So we first started out: did
is identity verification, such as verifying business you go to Mexico to skirt
relationships for suppliers into sanctioned areas
the EPA rules? No, not
like Xinjiang, China.
at all. Our equipment
While the business case for investing in ESG is and technology far
growing, proving the value of investments remains exceed European
critical, even amongst companies that are fully standards, and European
embracing ESG and incorporating it directly standards exceed the
into their business strategies. These companies EPA’s standards. We’re
still look for ways to improve their businesses
in Mexico for one reason
– through better products, greater efficiencies,
and one reason only: it’s
attracting talent, or attracting customers – while
also achieving a more people- and planet-friendly
North America’s largest
business model. medical device contract
manufacturing hub,
For example, one large multinational CPG we period.”
spoke with that is widely considered an ESG leader, – CFO, medical devices startup
is always looking for “win-win” scenarios and
investments, where customers and the company
can benefit, with a particular eye towards baking those benefits in at product, marketing,
and sales levels. For many companies with similarly complex supply chains across various
offshore jurisdictions, vendor screening against sanctions lists,4.7
running complex compliance
programs, and analyzing country-level risks are critical components to building ESG-oriented
product portfolios.
“We are always looking for win-win situations where we can do good while also selling products.
We also know that sustainable products sell better, so sustainability is fully integrated into our
business approach.” – Sustainability Data Lead, global consumer packaged goods conglomerate
The leaders we spoke with at these companies

often referenced their “license to operate” in this “We are always looking
context, considering sustainability not just for for win-win situations
the planet and society, but also for their business where we can do good
models.
while also selling
“We have a social license to operate – the support
products. We also
of the community that is. If you fail, then you know that sustainable
have roadblocks, disruption, and you lose value. products sell better, so
Relationship with community is thus a key element of sustainability is fully
our business.”– CSO, Gold Mining Corporation integrated into our
business approach.”
Regardless of approach, companies must always
– Sustainability Data Lead,
balance progress in one area with managing risks
as they evolve and adapt their businesses.
global consumer packaged
goods conglomerate
“Although our stated goal is Scope 1 and 2 carbon
neutrality by 2040, our leadership is pushing for
sooner, anywhere from 2030 to [20]35. Making that happen in a timely basis while covering the
risk, that is where a lot of time and effort is going.” – CSO, global sugar refiner
Next, we’ll take a look at how companies are tackling ESG and how their approaches to
managing ESG across their supply chain and internal operations are evolving.
How companies are managing their ESG agendas

To navigate today’s choppy – and often murky – waters, companies have turned to third-party
support. Through our research we found that market intelligence tools and information-
enabled software solutions comprise a key enabling layer as companies approach how they
manage ESG topics. Third-party tools are proving a vital component of ESG management,
and companies are investing in tools to automate data handling and collection, enhance
measurement and reporting, monitor and comply with new regulatory requirements, conduct
supply chain due diligence, manage operational risk, and drive better business decisions
through analysis and insights.
In our analysis of C-suite and functional leaders, we found that 91% currently use third-party
market intelligence and information-enabled software solutions and/or managed services for
one or more key activities related to ESG management.
We defined key activities as: keeping up to date with ESG-related topics, best practices and
regulatory / compliance requirements, improving / streamlining operational efficiencies
and adhering to regulatory compliance ESG standards to avoid risk (i.e., supplier screening
and customer onboarding), thorough supply chain, “Know Your Customer” and “Know Your
Vendor” due diligence of external stakeholders in compliance with regulatory ESG standards,
and ensuring adherence to state and federal regulations.
Figure 3
Almost all large companies are using third-party software or
services to support key ESG-related activities
Q: Which of the following statements best captures how your company uses
third-party market intelligence, information-enabled software solutions,
and/or managed service to support key activities? 13
Currently using to address all the activities outlined above

Currently using to address some of the activities outlined above
Currently using to address at least one of the activities outlined above
Not urrently using but are planning to use in the near future
(n=182) 36% 42% 14% 9%
13
Key activities include: keeping up to date with ESG-related topics, best practices and regulatory / compliance requirements, improving /
streamlining operational efficiencies and adhering to regulatory compliance ESG standards to avoid risk (i.e., supplier screening and
customer onboarding), thorough supply chain, “Know Your Customer” and “Know Your Vendor” due diligence of external stakeholders
in compliance with regulatory ESG standards, and ensuring adherence to state and federal regulations.
We also looked at the use of third-party managed service providers across key areas. Our
analysis reveals that the highest adoption of third-party managed service providers focuses
on “keeping up to date with ESG-related topics, best practices, and regulatory/compliance
requirements.” 81% of leaders surveyed are currently using solutions in this area. 73%
are using solutions for improving or streamlining operational efficiencies and adhering to
regulatory compliance ESG standards to avoid risk. This comes as no surprise given the
sweeping ESG-related laws and regulatory changes coming into effect, as discussed earlier in
this paper.
To keep up-to-date with ESG-related topics, laws, and maintain compliance, companies are
turning to solutions that leverage broad datasets, AI, and software to monitor developments,
track ESG disclosure requirements – such as the SEC’s comment letters to registrants – and
follow how other companies are disclosing their ESG metrics.
With compliance also becoming a more important topic – now the top priority for legal
departments as spelled out in our 2023 State of the Corporate Law Department Report
– tools that monitor key topics and tasks are more critical than ever. Tasks might include
identifying and assessing risks, implementing controls, or designing policies and procedures
to ensure strong compliance workflows around new topics. These are areas where third-party
solutions can bring best practices, expert-led guidance, and tools, software, and processes to
the table.
Figure 4
Use of third-party services is high across each key activity
Q: Which of the following statements best captures you and your team’s usage
of third-party managed service providers to support the following activities?
Keeping up to date with ESG-related Improving/streamlining operational K

topics, best practices, and efficiencies and adhering to t
regulatory/compliance requirements regulatory compliance ESG r
standards to avoid risk (i.e., supplier
screening and customer onboarding
81% 73%
Currenty using Currenty using
Thorough supply chain, know your Ensuring adherence to state and T

customer, and know your vendor due federal regulations c
diligence of external stakeholders in d
compliance with regulatory ESG c
standards s
73% 72%
Currenty using Currenty using
We also assessed the frequency of use of third-party tools, finding that most respondents are
using third-party software regularly, with 61 – 74% of their team using solutions daily across
several key areas, as show in Figure 5. This again underscores the importance that third-
party tools are playing in helping companies manage their ESG agendas, actions, risk, and
compliance programs.
17%
Figure 5
Third-party software is being used daily by most ESG
management teams
Q: Which of the following statements best captures the frequency by which
you and your team use third-party market intelligence software to support the
following activities?
ng operational Keeping up to date with ESG-related Improving/streamlining operational

ing to topics, best practices, and efficiencies and adhering to
e ESG regulatory/compliance requirements regulatory compliance ESG
k (i.e., supplier standards to avoid risk (i.e., supplier
mer onboarding screening and customer onboarding
3% 60% 67%
Team use, daily Team use, daily
to state and Thorough supply chain, know your Ensuring adherence to state and
customer, and know your vendor due federal regulations
diligence of external stakeholders in
compliance with regulatory ESG
standards
72% 69% 74%
Team use, daily Team use, daily
We next looked at investment into ESG solutions and how companies are allocating their
spend. Our survey revealed that present-day corporate investment behind ESG solutions
is spread evenly across five key categories: operational risk (23% of budget); supply chain
due diligence (21%); regulatory enforcement (19%); research, analytics, and news (20%);
and, managing and reporting on ESG initiatives and compliance (17%). This highlights that
companies must still tackle a wide range of areas with many competing priorities.
20%
diligence of external stakeholders in diligence of external stakeholders in
compliance with regulatory ESG compliance with regulatory ESG
standards standards
73% 72% 69%
Currenty using Currenty using Team use, daily Team
Figure 6
The typical corporate ESG spend is spread across many areas
Q: In your estimation, within your organization, what percentage of ESG
investment is being spent in the following areas/buckets?
17% 20%
Research, analytics, and news (n=183)

Operational risk (n=183)
Supply chain due diligence (n=183)
19%
Regulatory enforcement (n=183)
23%
Managing and reporting on ESG
initiatives and compliance (n=183)
21%
While many companies are working with managed service providers to develop and manage
ESG approaches in their businesses, focus is increasingly turning to third-party software
solutions. These already account for between 55 –
59% of investment across key areas, as compared
“As the maturity of this
to the share invested in managed service providers,
Third-party managed service providers market grows,
Third-party I don’t
market intelligence, information-enabled softwa
and is set to increase, particularly as reporting
Research, analytics, and
requirements news
— 41%
and thus supporting datasets –
think we will need as many 59%
become more standardized. This is particularly general consultants as we
true in the areas of research, analytics, news, do now, but rather we’ll
Operational risk 43% 57%
operational risk, and supply chain due diligence. shift work to much more
specialised (and more cost
“As the
Supply chain maturity
due of this market grows, I don’t think
diligence 44% 56%
we will need as many general consultants as we
effective) solutions.”
do now, but rather we’ll shift work to much more – CSCO, international
specialised (and more cost effective) solutions.” stationery company
Regulatory enforcement 42% 58%
– CSCO, international stationery company

45%
Frameworks such as TCFD have helped create common language and standards, which will 55%
initiatives and compliance
help drive consistency in reporting and scale in solutions.
Other 42% 58%
17% 20%

19%
17% 20%
23%
21%
19%
23%
Figure 7
21%
Most investment is in software vs. managed service
across key categories
Q: In your estimation, how much of the spend in each of the following areas/buckets is split
between third-party marketThird-party
intelligence, information-enabled
managed service providers
software solutions, and/or
Third-party market intelligence, information-enabled software solutions providers
managed service
Research, analytics, andproviders?
news 41% 59%
Third-party managed service providers Third-party market intelligence, information-enabled software solutions providers
Supply chain due diligence 44% 56%
Research, analytics, and news 41% 59%

45% 55%
Supply chain due diligence 44% 56%
Other 42% 58%
Figure 8
45% 55%
More companies are planning to increase spend on software vs.

Other 42% 58%
On third-party market intelligence sofware providers On third-party market managed service providers
managed services
Q: In your estimation, compared to today’s spend, how will spend on news and information
resources, tools, and/or software solutions change for companies like yours, in the next year?
57%
54%
49%
On third-party market intelligence
43% sofware providers On third-party market
45% managed service providers
43%
43% 41% 41%
37%
Research, Operational Supply chain Regulatory Managing and

analytics, risk due diligence enforcement reporting on ESG
and news initiatives and
57% compliance
54%
49%
43% 43% 45% 43%
41% 41%
37%
Research, Operational Supply chain Regulatory Managing and

analytics, risk due diligence enforcement reporting on ESG
and news initiatives and
compliance
In our interviews with C-suite and functional leaders, we similarly found that investment into
ESG solutions is increasing rapidly, with large corporates scaling spend by 2 – 3x over the
next two-to-three years. Many companies are looking to replace outdated manual internal
processes, such as Excel-based data collection and handling, with third-party tools and are
relying more on third-party support.
“Budget for third-party solutions is not a deal

breaker. In the compliance world you are looking for ”Budget for third-party
software, not to hire people. None of the costs are
deal breakers.” – Sustainability Manager, global
solutions is not a deal
eCommerce company breaker. In the compliance
world you are looking
As a result, there is a very high degree of awareness for software, not to hire
of third-party solutions providers; 84% stated
people. None of the costs
awareness of solutions providers in the area of
are deal breakers.”
“managing and reporting ESG compliance,”
– Sustainability Manager,
followed by 74% in the area of “research, analytics,
global eCommerce company
and news,” and 68% in the area of “operational risk.”
Figure 9
ESG leaders have high awareness of providers across key areas
Q: Are you aware of any providers that offer the following types of third-party
market intelligence software and/or managed service solutions?
84%
Managing and reporting on ESG initiatives and compliance
74%
Research, analytics, and news
68%

Looking forward: what companies

require from solution providers
With such a diverse range of challenges and growing complexities, it should come as no
surprise that companies have new requirements in the area of ESG management, particularly
when it comes to the support and the role of third-party tools (and solutions therein).
Our research and interviews revealed several areas where companies are seeking solutions
to drive better analysis, help avoid risks and traps, and yield better business decision-making
that ultimately contributes to sustainable business outcomes.
These areas reflect some of the critical needs in response to broader considerations already
discussed earlier in this paper, such as the new and fast-evolving ESG-related regulations –
sometimes broad-sweeping, others related to specific industries, the need to adapt products
and services to better reflect new customer demands, the need to manage risks in the face
of more extreme climate events, or the need to tightly manage supply chains in light of
geopolitical risks and inflationary pressures. These are some of the same pressures that
cause 88% of businesses in our 2023 Corporate Global Trade Survey Report to collect ESG
information from suppliers.
One area that stood out as particularly critical, as revealed by C-suite and functional leaders
interviewed, was the increasing expansion of economic sanctions. This is a critical point to
consider when identifying and monitoring vendors and third parties, particularly in terms
of preventing business transactions with entities involved in forced labor, fraud, and other
illegal activities. Thus, the right level of support is important to prevent operational risks,
reputational damages, mange supply chain transitions, and to ensure regulatory compliance.
While the range of needs is growing more complex as this space evolves, we have distilled our
research findings into five key themes that we hope can help companies focus on areas with
the potential for the greatest impact going forward:
1. Turning regulatory compliance into business advantage
2. Linking ESG trends across consumers, competitors, and the broader media
3. Integrating solutions and connections across company operations
4. Applying AI and machine learning to enhance data and analytics
5. Enhancing supply chain transparency
Let’s explore each in depth.

Turning regulatory compliance into business advantage

Many companies we spoke with are seeking to create custom ESG programs that cater to
their unique company and industry needs. Understanding regulations across geographies,
and their relevance for specific industries, is a critical component. For larger companies, this
must happen “at scale,” meaning, across their business and without gaps. This is an area
where software can help, but also where companies are seeking honesty and transparency
from third-party providers around what they can and can’t deliver, expecting clarity around
existing gaps and how these can be addressed.
With so many different regulatory standards and approaches emerging, companies are
turning to solutions for guidance on:
• Which emerging regulations are coming and how these will impact their businesses. For
example, companies need guidance on how ESG topics affect a company’s accounting
policies, now and in the future, or to help make sense of the disclosure requirements on
the horizon.
• How they can adopt such regulations. For example, TCFD reporting, and what processes
they need in place to meet these requirements.
• In what ways they can prepare for emerging regulation. Some are seeking to get ahead of
the pack, others are seeking to ensure compliance.
• How their business can meet the most standards as efficiently as possible, ideally seeking
“bang for buck” in their initiatives to get the most mileage from the actions they take.
For example, determining whether meeting a certain labor standard can boost their ESG
rating (attracting investors) yet also help qualify for B Corp status (attracting talent and
customers.
• How they can operate in areas with regulatory gaps. For example, Scope 3 measurement
and reporting, or carbon offsetting.
“There are probably 40 different frameworks out there – from TCFD, CDP, ISSB, UN
Development Goals, SBTI – and they all have their own slant, with their own weighting, so we
have to think about getting the best bang for buck for which we go for. There isn’t an aligned
domestic or global platform for reporting, ratings agencies, and proxy guidance – this is an
opportunity for the industry.” – CSO, gold mining company
Linking ESG trends across consumers, competitors, and the

broader media
As discussed earlier in this paper, some executives we spoke with – particularly at consumer-
facing companies but also beyond – highlighted the challenges of becoming an ESG-oriented
company. Green packaging, for example, might intuitively seem like a good move, but it
could easily create a backlash if a company doesn’t do it well, if they don’t communicate it
to consumers, or if they don’t communicate it to customers in a way that is authentic and
aligned with their brand identity.
Earlier in the paper we also looked at the “A lot of people are

consumer demand side of this, with consumers jumping on the
increasingly voting with their wallets for bandwagon, and thus
companies that they perceive as doing good, often it’s very easy to be misled.
looking for strong alignment with ESG principles.
It’s such a difficult
Understanding consumer trends, monitoring
journey to make, so
competitor activities around ESG, and competitive intelligence
understanding how relevant topics and trends is critical to learn from
are being discussed or perceived is thus critical to other people’s mistakes.”
avoiding missteps. – COO, global stationery brand
Solutions in this area include:
• Consumer insights tracking on ESG-relevant topics, such as understanding the

importance of key ESG topics from plastics to emissions
• Monitoring competitor actions around ESG – either from annual reports, media
monitoring, or ESG reports. For example, understanding their overall commitments, new
product launches, their stances on relevant issues, but also mistakes and missteps and
consumer reactions to these.
“A lot of people are jumping on the bandwagon, and thus it’s very easy to be misled. It’s such
a difficult journey to make, so competitive intelligence is critical to learn from other people’s
mistakes.” – COO, global stationery brand
Integrating solutions and connections across company operations

Our research identified that streamlined, integrated, and holistic approaches to data
management are seen as critical to driving cross-company collaboration – in particular across
the many stakeholders involved in delivering ESG actions. Several leaders we spoke with
mentioned the desire to better understand their company’s entire risk universe through this
exercise as well.
We found a core desire to bring tools and solutions together and to integrate data across
key enterprise-level tools so that information flows more freely across an organization. For
complex businesses operating in many geographies, the ability to align data, systems, and
tools across geographies – and ideally harmonize tools across suppliers – would create
significant operational efficiencies.
This must be combined with honesty and transparency from solutions providers around what
they can and can’t deliver. We found a consistent sense of scepticism in what providers are
promising and that ESG leaders are regularly bombarded with new solutions.
Core requirements in this area include:
• Integrated end-to-end solutions and approaches, such as with ERP systems, supplier
portals and vendor management systems
• Broader solution sets under one roof, with providers being able to deliver more than one
capability to streamline the number of solutions, but without forgoing quality, such as
industry and company-specific solutions or guidance
• Connecting with ERP, procurement, and customer management systems to help data and
insights flow across the company
• Turning disparate ESG data into actionable insights useful for key stakeholders to the ESG
agenda, such as procurement and sourcing, vendor management, compliance, or sales
and marketing
• For B2B suppliers, the ability to integrate with customer tools and solutions of choice to
reduce workloads down the supply chain
“We need a systems approach, a 360-degree perspective. A lot of solutions deliver against
what’s required but what about the bigger picture? What about the implications for the
business?” – Sustainability Policy Lead, global technology leader
“We are looking for system integrators to combine solutions and find synergies. But if they can’t
deliver 90% satisfaction levels, I’d rather they say it.” – Energy Procurement & Sustainability,
global consumer goods company
Applying AI and machine learning to enhance data and analytics

While data has become abundant, much data around ESG remains burdened by manual
processes and disparate sources. AI, machine learning, and advanced analytics techniques
hold the promise of being able to solve some of these data challenges by helping analyze
unstructured or atypical datasets and thus have the potential to help surface new insights
related to ESG.
For example, AI can help analyze supplier invoices to help build a better understanding of
Scope 3 emissions before approaching each supplier for detailed analysis, or it can be used
to read ESG reports and recommend potential actions. It can also help tap into emissions
datasets and apply these across a product portfolio using detailed product-formulation
data. New applications of AI will significantly speed up analysis and drive proactive decision-
making, for example via real-time event monitoring and risk flagging. Currently this is often
reactive and stuck in crisis management.
Areas that companies and solutions providers are addressing are:
• How to use AI to extract insights from data and improve automation of ESG processes,
such as using third-party ESG data to build product-level emissions profiles
• How to better connect disparate datasets to improve decision-making, make better

tradeoffs, and drive business impact
• Using AI and analytics to verify existing conclusions, often derived from manual data
collection. For example, AI can help monitor and analyze data from media alerts or court
proceedings, which may hold insights that can verify or annul a supplier’s stated position.
• More generally, reorienting data analytics to be more future-oriented as opposed to

reactive. For example, in areas such as predictions monitoring or avoiding unnecessary
investigations.
“A best-in-class solution integrates AI to capture external data to challenge our internal data. It
needs to have the intelligence by the tool to capture what’s in the media, or in courts (summons
in proceedings), etc.” – Chief Supply Chain Officer, luxury yacht manufacturer
“Many companies have solutions in place but are not using it to their business advantage. You
can use those platforms to improve your business. Evaluation platforms are the ones that make
an impact in the supply chain vs. the ratings platforms.” – F&B sustainability consultant
Enhancing supply chain transparency

Time and time again we heard from ESG leaders that their companies are struggling to
fully engage suppliers with new ESG-related requirements. Know Your Customer and other
enhanced due diligence processes are becoming more critical in light of new regulations,
labour standards, and customer requirements – in particular driven by large consumer brands.
Yet suppliers are often too small, under-resourced, or operate in geographies with poor
transparency and reporting standards to fully comply. Corporates need support building good
solutions in this area, or at least in terms of finding alternative suppliers that can meet these
new requirements.
For companies seeking to reduce their GHG emissions specifically, this is a critical area, as this
often can’t be done without reducing Scope 3 emissions; that is, those emissions that take
place at the level of a company’s suppliers. There are also industry-specific challenges, such as
in chemical storage and usage, where inadequate audit control of product safety and working
standards are often a result of poor procurement and tracking systems in producer countries.
Similarly, reporting mandates often lack important data because companies are not required
to disclose sub-suppliers’ information and, if they become liable to do so, can circumvent
legal liability to defend competitive advantage for confidentiality reasons and thus further
undermine the quality of data on reporting.
In building supply chain transparency, companies need increased support with:
• Engaging suppliers broadly, with support, guidance, and training to help suppliers
understand and navigate new requirements, and ideally help derive value for them
• Tracking actions and performance over time, including communicating with suppliers and
helping monitor progress against key actions required of them
• Analysis of suppliers using available datasets, such as blacklisted suppliers lists or

adverse media content monitoring, and employing AI for improved predictability
• Using global beneficial ownership analysis to unpick business relationships into

sanctioned areas or with regards to other high-risk factors
• Similarly, ongoing vendor monitoring, using data and tools such as media alerts to
highlight incidents that may affect a supplier’s ESG compliance, including environmental
crime, forced labour, or other critical incidents
“For my larger suppliers, the information I need to gather and push up is not that hard. It’s the
smaller guys who don’t have the resources or the desire to provide the information that I need to
comply with my requirements … I’m having to get rid of smaller suppliers I’ve done business with
for 20 years because they can’t keep up, unfortunately, but I can’t complete our job without it.”
– CFO, global auto parts supplier
“We need platforms to be simple for suppliers – they have to be straightforward for the actual
users.” – Senior Director Global Sustainability, battery manufacturer
Conclusion
2023 has proven yet again that we are navigating complex and challenging times with
continued visible impacts the world over. Businesses generally recognize the challenge and
are thus orienting towards building more sustainable, resilient business models. Through our
research we found that 71% of C-suite and functional leaders agree or strongly agree that the
role of ESG in corporate performance will grow in the future.
Companies are also facing a rapid evolution in three key areas that will dramatically affect
progress. These are:
• Data: primarily spurred by advances in AI
• Regulations: evolving quickly around the world and impacting many new areas
• Digital Solutions: rapidly maturing to bring new capabilities and insights to companies in
the area of ESG
By embracing these areas and tackling the three key areas highlighted above, companies and
solutions providers can advance ESG from being an overall burden that must be managed,
to instead being a driver of better business decisions and growth. It is business leaders who
steer and manage ESG initiatives successfully that will turn words into actions and help their
businesses thrive and succeed in this new era.
Thomson Reuters Institute

The Thomson Reuters Institute brings together people from across the legal, corporate, tax
& accounting, and government communities to ignite conversation and debate, make sense
of the latest events and trends, and provide essential guidance on the opportunities and
challenges facing their world today. As the dedicated thought leadership arm of Thomson
Reuters, our content spans blog commentaries, industry-leading data sets, informed
analyses, interviews with industry leaders, videos, podcasts, and world-class events that
deliver keen insight into a dynamic business landscape.
Visit thomsonreuters.com/institute for more details.
© 2023 Thomson Reuters TR3819145/11-23

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Thomson Reuters Institute

The 2023 State of

Key findings on the 2023 State of Corporate ESG include:

• Companies are seeking integrated end-to-end solutions and approaches to streamline

• 91% currently use third-party solutions related to ESG management

Our survey of 183 C-suite and functional leads covered

Work location Industry

Healthcare and pharmaceuticals

Job role Employee count

Global annual revenue (in USD)

Regions worked for Job function

North America 80%

At a crossroads in ESG management

Agree Strongly agree (n=183)

The role of ESG in corporate performance will grow in the future

Leading in the area of ESG is important to being a good corporate citizen

Leading in the area of ESG is important to drive higher corporate performance

My company is very willing to invest to use ESG as a competitve advantage

“Climate change is directly affecting our business performance, particularly as a result of

Tourism – almost 10% of the world economy 6 – is

Challenges and opportunities in tackling ESG

Regardless of whether companies are leaders, laggards, or even skeptical in approaching

Furthermore, most companies we spoke with

For companies just starting off this journey,

Adverse media monitoring solutions on ESG-

The leaders we spoke with at these companies

How companies are managing their ESG agendas

Currently using to address all the activities outlined above

(n=182) 36% 42% 14% 9%

Keeping up to date with ESG-related Improving/streamlining operational K

Currenty using Currenty using

Thorough supply chain, know your Ensuring adherence to state and T

Currenty using Currenty using

ng operational Keeping up to date with ESG-related Improving/streamlining operational

Team use, daily Team use, daily

72% 69% 74%

Team use, daily Team use, daily

73% 72% 69%

Currenty using Currenty using Team use, daily Team

Research, analytics, and news (n=183)

Managing and reporting on ESG

Research, analytics, and news (n=183)

Operational risk 43% 57%

Regulatory enforcement 42% 58%

Regulatory enforcement 42% 58%

More companies are planning to increase spend on software vs.

Research, Operational Supply chain Regulatory Managing and

Research, Operational Supply chain Regulatory Managing and

“Budget for third-party solutions is not a deal

Managing and reporting on ESG initiatives and compliance

Research, analytics, and news

Operational risk (n=183)

Looking forward: what companies

1. Turning regulatory compliance into business advantage

3. Integrating solutions and connections across company operations

4. Applying AI and machine learning to enhance data and analytics

5. Enhancing supply chain transparency

Let’s explore each in depth.

Turning regulatory compliance into business advantage