IN BRIEF:
• CFOs are uniquely positioned to integrate sustainability into financial strategies and drive long-term value creation.
• Advanced AI and data analytics offer CFOs powerful tools to enhance reporting accuracy and transparency.
• By fostering deeper engagement with investors and stakeholders, CFOs can build trust and confidence in their company’s sustainability commitments.
In today’s rapidly evolving business landscape, the role of the Chief Financial Officer (CFO) has never been more critical in driving long-term value. Investors are increasingly demanding clear and credible narratives on how companies will create long-term value while managing immediate challenges. However, recent research highlights significant doubts among both CFOs and investors regarding the reliability of non-financial reporting and the achievement of sustainability targets.
THE CHALLENGE OF NON-FINANCIAL REPORTING
The 2024 EY Global Corporate Reporting Survey, which surveyed more than 2,000 finance leaders and 815 institutional investors globally, reveals a concerning level of skepticism surrounding transparency and sustainability. Only about half of the finance leaders and investors surveyed believe that companies will likely meet their stated sustainability targets. This doubt is compounded by perceptions of greenwashing, where companies are seen as overstating their environmental efforts without substantial actions to back up their claims.
Non-financial reporting, particularly in the realm of sustainability, is still maturing. Unlike financial reporting, which is governed by well-established standards and metrics, sustainability reporting often relies on voluntary frameworks that widely vary. The lack of standardization can lead to inconsistencies and a lack of confidence in the reported data. CFOs, therefore, face the dual challenge of improving the quality of non-financial reporting while ensuring that it aligns with investor expectations and regulatory requirements.
BALANCING MULTIPLE PRIORITIES IN THE AGE OF AND
In what is termed the “Age of And,” CFOs are tasked with the complex challenge of balancing short-term financial pressures with long-term strategic goals. This involves making informed capital allocation decisions that drive growth in areas such as artificial intelligence (AI) and sustainability while also meeting near-term performance expectations.
The “Age of And” reflects a business environment where companies must simultaneously address multiple, often conflicting, priorities. For CFOs, this means developing strategies that ensure immediate financial stability and position the company for future growth. This balancing act requires a deep understanding of both financial and non-financial drivers of value, as well as the ability to communicate these effectively to investors and other stakeholders.
BUILDING CREDIBILITY IN SUSTAINABILITY REPORTING
To address these challenges, CFOs must take proactive steps to enhance the credibility of their sustainability reporting. This involves understanding investor requirements, resetting non-financial reporting standards, and integrating sustainability into financial decision-making processes. By doing so, CFOs can provide the structured insights needed to distinguish their companies in the market.
One of the key steps in building credibility is ensuring that sustainability disclosures are backed by rigorous data and due diligence. This means going beyond mere compliance with reporting standards to provide a transparent and verifiable account of the company’s sustainability efforts. CFOs should work closely with sustainability officers and other key stakeholders to develop robust reporting frameworks that can withstand scrutiny from investors, regulators, and the public.
THE ROLE OF AI IN ENHANCING SUSTAINABILITY
AI presents a significant opportunity to transform finance functions and enhance sustainability efforts. It can improve the efficiency of core processes, enhance data analytics, and generate insights that drive value creation. However, the successful implementation of AI requires strong data and technology foundations as well as a responsible approach to building trust in AI systems.
AI can help CFOs address some of the key challenges in sustainability reporting by automating data collection and analysis, identifying trends and anomalies, and providing real-time insights into the company’s performance. For example, AI tools can be used to monitor sustainability metrics, track progress against targets, and identify areas where additional investment or action is needed. By leveraging AI, CFOs can improve the accuracy and reliability of their reporting while also freeing up time and resources for more strategic activities.
RECOMMENDATIONS FOR CFOS
Enhance reporting credibility. CFOs should ensure that their sustainability reporting is backed by rigorous data and due diligence to avoid perceptions of greenwashing. This involves developing robust reporting frameworks, conducting regular audits, and engaging with stakeholders to ensure transparency and accountability.
Enhance reporting credibility. CFOs should ensure that their sustainability reporting is backed by rigorous data and due diligence to avoid perceptions of greenwashing. This involves developing robust reporting frameworks, conducting regular audits, and engaging with stakeholders to ensure transparency and accountability. To provide additional comfort to their stakeholders, CFOs and financial reporting teams should endeavor to align sustainability reporting with financial and regulatory reporting implications and disclosures to achieve consistency in reporting.
Leverage AI. Utilize AI to improve data analytics and decision-making processes, ensuring that the technology is built on solid data foundations and adheres to ethical principles. CFOs should invest in AI tools that can enhance the efficiency and accuracy of their reporting while providing valuable insights into the company’s performance. This includes developing a clear strategy for AI implementation, training staff on the use of AI tools, and establishing governance frameworks to ensure the responsible use of AI.
Engage with investors. Building deeper engagement with investors is crucial for gaining their trust and confidence. CFOs should regularly communicate with investors about the company’s sustainability efforts, progress against targets, and plans for future growth. This includes providing detailed and transparent reports, hosting investor briefings, and seeking feedback from investors to understand their concerns and expectations.
Cultivate a sustainability-driven culture. CFOs should play a key role in fostering a culture of sustainability within the organization. This involves promoting sustainability as a core value, encouraging collaboration between different departments, and providing training and resources to support sustainability initiatives. By embedding sustainability into the company’s culture, CFOs can ensure that it becomes a key driver of long-term value creation.
DRIVING LONG-TERM VALUE THROUGH SUSTAINABLE PRACTICES
CFOs play a pivotal role in shaping the future of their organizations by providing credible, transparent, and forward-looking reporting. By addressing investor concerns and integrating sustainability into their financial strategies, CFOs can build trust and drive long-term value creation. In doing so, they position themselves as essential strategic partners to the CEO and the board, capable of navigating the complexities of the modern business environment.
The journey towards reliable non-financial reporting and sustainable value creation is challenging, but it is also an opportunity for CFOs to demonstrate their leadership and vision. By taking proactive steps to enhance reporting credibility, embed sustainable principles into their core operations, leverage AI, engage with investors, and foster a culture of sustainability, CFOs can ensure that their companies are well-positioned for long-term success in the Age of And.
This article is for general information only and is not a substitute for professional advice where the facts and circumstances warrant. The views and opinions expressed above are those of the authors and do not necessarily represent the views of SGV & Co.
Aris C. Malantic is the Financial Accounting Advisory Services (FAAS) leader, and Benjamin N. Villacorte is the sustainability services leader, both of SGV & Co.
