Research reveals that the ESG/DE&I agenda remains strategic for 95% of Brazilian companies.
25% of companies indicate that the importance of this area is associated with complying with regulatory requirements or concerns about their reputation.
247 - According to a survey carried out by BMI - A leading consulting firm in Brazil specializing in management and organizational culture - ESG (Environmental, Social, and Governance) and DE&I (Diversity, Equity, and Inclusion) practices are part of the strategic agenda in organizations, even though programs of this nature have recently gained critical attention in other countries. The survey, which consulted 38 Chief Human Resources Officers (CHROs) from large national and multinational companies, shows that for 95% of respondents, ESG and DE&I actions are still part of the organizational strategy, amidst advances, setbacks, and different stages and levels of maturity. Companies of varying sizes participated in the study, with 37% in the range of 2,5 to 10 employees, from sectors such as industry, healthcare, and services.
“The growing criticism of ESG and DE&I practices, influenced by political movements in various countries, has not had a major impact on the Brazilian market. This scenario arises in a context of consolidation of these agendas, mainly in the last 10 years, which have gained dedicated teams and budgets, as well as structured governance,” explains Ana Paula Vitelli, Managing Director of BMI.
To implement these initiatives, 63% of companies rely on the support of external consultancies and institutions, reinforcing the broad scope of action of these agendas with specialized partners. The existence of affinity groups, known as BRGs (Business Resource Groups), is a reality in 71% of organizations, with particular emphasis on groups focused on women, LGBTQIAPN+, People with Disabilities (PWDs), and Black people.
Mapping and monitoring indicators in both ESG and DE&I is another key aspect, indicating the strategic management of these areas. Social and environmental impact metrics (such as carbon emissions and water and energy consumption) are present, as well as metrics associated with diversity, tracking the proportion of women in leadership, followed by the percentage of people with disabilities and the percentage related to gender, race, ethnicity, and LGBTQIAPN+ diversity.
On the other hand, 34% of respondents do not have programs with goals or quotas for minority groups, and 39% do not have mentoring programs for these people, which prompts reflection on the impact and authenticity of the initiatives implemented. “The data indicate a commitment from companies to these agendas, visible in the allocation of dedicated teams and resources. The challenge is to evolve from representation to active participation that promotes the development and retention of diverse talents within corporate structures,” emphasizes Ana Paula.
From a more critical perspective, although the data indicates a perception of genuine appreciation for leadership agendas among the majority of respondents, 25% of them point out that the importance of such an approach is associated with compliance with regulatory requirements or concern for brand reputation. "This finding also opens the door to the opinion that these agendas may have exceeded the limits of what is the organization's responsibility. While not the majority opinion, this is already an aspect that emerges in the discussions and may help to point out new directions for these agendas in the future," he concludes.
