A New Era in Legal Journalism and Expertise
Q&A
Environmental, social, and governance priorities are reshaping how organizations approach compliance, moving far beyond checkbox exercises to drive meaningful business value. Experts across industries reveal how ESG integration has fundamentally changed audit practices, due diligence protocols, and stakeholder reporting requirements. The following strategies demonstrate practical ways compliance programs have evolved to meet new sustainability standards while delivering measurable operational benefits.
§ How this was made
The perspectives in this article were written by the named contributors and submitted through Connectively. Connectively's automated system selected them and used AI to write the headline, introduction, section headings, summary sections, and illustration, and to make minor edits for clarity. Articles are assembled and published automatically. Report errors to corrections@connectively.us. How we make our content
Illustration generated with AI
Albert Brenner; Louis Balla; Kalim Khan; Gökhan Cindemir; Beth Southorn; Andrew Izrailo; and 3 others of record
Albert BrennerCo-Owner, AltracoI've been manufacturing overseas for 40+ years, and ESG hit our compliance programs hard around 2015 when major retailers started requiring social compliance audits. We went from basic factory safety checks to full third-party audits covering worker rights, environmental standards, and fair labor practices. One Fortune 500 client threatened to pull their contract unless we could prove our Vietnamese factories met SA8000 standards within 90 days.
The toughest part wasn't the audits themselves--it was getting factory owners in Asia to understand why this mattered beyond passing inspection. I flew to three factories in person and showed them how compliance opened doors to bigger contracts and premium pricing. One factory owner in China was paying workers below minimum wage and couldn't understand why American companies cared. I explained his profit margins would actually improve with better contracts, and within six months his revenue grew 40% from new clients specifically seeking ethical manufacturers.
We now build ESG requirements directly into supplier agreements before production starts, not after. It's become our screening tool--if a factory resists transparency on labor practices or environmental impact, we don't partner with them. This saved us from a potential disaster in 2019 when a factory we almost used got blacklisted for environmental violations. Our existing partners know we measure and report on these metrics quarterly, which keeps everyone accountable and protects our clients' brand reputation.
Louis BallaVP of Sales & Partner, NuageI've worked with over a dozen NetSuite implementations where ESG data requirements completely changed how we configured financial reporting modules. The most dramatic shift I saw was with an energy sector client where we had to rebuild their entire data collection workflow because regulators suddenly required scope 1, 2, and 3 emissions tracking at the transaction level--not just annual rollups.
The hardest part wasn't the technical integration. It was getting operations teams to actually input energy and water usage data in real-time when they'd never had to think about it before. We built automated data capture from IoT sensors feeding directly into NetSuite custom records, but even then, 30% of the data still required manual validation from field teams who saw it as extra paperwork with no immediate value to their day.
What worked was tying ESG metrics directly to operational KPIs they already cared about. When warehouse managers could see that tracking energy consumption also revealed equipment inefficiencies costing them $40K monthly in wasted HVAC runtime, adoption went from 60% to 95% in six weeks. The ESG compliance became a side benefit of solving an actual business problem they had right now.
The lesson from hosting Beyond ERP is that executives who successfully roll out ESG programs stop treating it as a compliance checkbox. They find the operational pain point that ESG data naturally solves--whether that's supply chain visibility, asset performance, or labor efficiency--and lead with that instead.
Kalim KhanCo-founder & Senior Partner, Affinity LawCorporate clients started facing ESG disclosure requirements from investors and lenders without any systems tracking the data they suddenly needed to report. One manufacturing client got demands from their bank for detailed environmental impact metrics as condition for loan renewal but they'd never measured emissions or waste beyond basic regulatory compliance. Scrambling to build reporting systems retroactively was expensive and time consuming.
The transformation involved implementing tracking systems for everything from energy consumption to employee diversity metrics that previously nobody cared about internally. Most challenging aspect was that ESG criteria keep changing so you're building compliance programs for moving targets. What satisfies requirements today might be inadequate next year when stakeholders demand more detailed disclosure.
Smaller companies struggle most because ESG compliance looks like overhead that doesn't generate revenue. They're competing against businesses that can afford dedicated sustainability teams and sophisticated tracking while they're trying to bolt reporting onto existing roles. The costs hit hard especially when you're unsure whether investment will actually matter for your business or just satisfy some temporary trend that fades.
Gökhan Cindemirattorney at law - Turkish lawyer, cindemir law officeIn a recent corporate compliance engagement for a manufacturing client expanding into the EU, ESG considerations led us to overhaul their supply chain due diligence program. We integrated environmental impact assessments and human rights checks across all Tier 1 suppliers to comply with the EU's Corporate Sustainability Due Diligence Directive (CSDDD).
The most challenging aspect was standardizing human rights audits across jurisdictions with different legal norms and documentation practices. To overcome this, we designed a flexible due diligence protocol aligned with OECD guidelines and embedded ESG clauses into supplier contracts. The result: improved transparency and reduced reputational risk, which also reassured investors.
Beth SouthornExecutive Director, LifeSTEPSI've spent 30+ years in affordable housing social services, and ESG principles fundamentally changed how we track and report outcomes at LifeSTEPS. We moved from measuring just "services delivered" to proving actual social impact--like our 98.3% housing retention rate in 2020. That number tells funders and partners we're not just checking boxes; we're genuinely keeping people housed.
The hardest part was getting our team of 100+ service coordinators across 36,000 homes to adopt consistent data collection methods. These are people focused on direct client care--asking them to document every intervention in a standardized way felt like bureaucracy at first. We solved it by showing them how the data secured our $125,000 U.S. Bank Foundation grant in March 2025, which directly funded more staff positions and client resources.
The governance piece transformed our partnerships with housing developers. We now present boards and property owners with quarterly reports showing reduced evictions, improved resident health outcomes, and cost savings from preventative services. Developers who used to see social services as a "nice-to-have" now build our programs into project budgets from day one because we prove ROI in their language.
One unexpected win: our focus on measurable social outcomes positioned us perfectly for CalAIM funding opportunities. When Medi-Cal started reimbursing for housing-related services, we had years of documented impact ready to go--while other organizations scrambled to build tracking systems from scratch.
Andrew IzrailoSenior Corporate and Fiduciary Manager, Astra TrustFrom my experience at Astra Trust, one clear example of ESG considerations transforming a compliance program was when we integrated environmental, social, and governance criteria into client onboarding and ongoing due diligence for corporate structures and investment services. This required systematically evaluating clients' business activities, supply chain practices, and governance frameworks against ESG standards, rather than relying solely on traditional regulatory compliance metrics. The shift changed not only risk assessment protocols but also reporting, monitoring, and escalation processes, embedding sustainability considerations into every stage of client management.
The most challenging aspect to implement was aligning disparate internal teams and systems to consistently capture, evaluate, and act on ESG-related data. Legal, compliance, operations, and advisory staff each had different workflows and priorities, so harmonizing definitions, thresholds, and reporting formats required extensive training, process redesign, and ongoing oversight. Overcoming these challenges ultimately strengthened the program, improved transparency, and positioned the organization to better manage long-term reputational and regulatory risk while serving clients committed to sustainable practices.
Gemma BulosExecutive Director & Founder, She Builds PowerI don't run a traditional compliance program, but ESG thinking completely rebuilt how we structured our microfinance model for women in Uganda and Kenya--and it turned out to be the difference between charity theater and actual wealth building.
The shift happened when we stopped separating water, food, and finance training into standalone projects. Instead of just teaching women to build water tanks (environmental), we integrated it with agricultural training and then created women-led savings cooperatives so they could finance their own construction businesses. Now women like Isabella Otumo win government contracts building school sanitation systems--she went from being pulled out of school in third grade to training others and earning steady income. That closed-loop approach is what moved our income impact from modest gains to 36% of women tripling their household income.
The hardest part wasn't the technical training--it was convincing donors that "governance" meant letting women design the financial systems themselves, not imposing Western microfinance models with 27-32% interest rates. We had funders nervous about "accountability" when we handed control to community-run cooperatives. But our loan repayment data proved them wrong, and now those same women are funding each other's water infrastructure, farms, and small businesses without extraction.
What shocked me most was the ripple effect on leadership metrics--93% of our trainees now hold formal community roles they didn't have access to before. Turns out when you treat ESG as an integrated system instead of a compliance checklist, women don't just survive. They build generational power.
Billy WalkerVice President, James DuvaI'll be honest--we don't talk about "ESG" much in industrial distribution, but we've been living the "E" part since way before it had a trendy acronym. Around 2019, we started tracking the carbon footprint of our domestic stainless steel sourcing after a chemical plant customer asked which suppliers had the lowest emissions profile for their sustainability reporting.
The compliance shift was subtle but real: we began prioritizing manufacturers like Bristol and Salem Tube who could provide mill certifications that included energy consumption data, not just material test reports. Suddenly procurement wasn't just about price and lead time--it required documentation we'd never tracked before. The hardest part was getting our sales team to understand why a customer would pay 8% more for identical 316L stainless just because it was made with documented renewable energy.
What actually transformed things wasn't the paperwork--it was realizing our 45+ year relationships with domestic mills gave us leverage other distributors didn't have. We could call a production manager at U.S. Flange and ask for specific batch traceability that offshore competitors simply couldn't match. That became our differentiator when pharmaceutical and water treatment clients needed verifiable supply chain transparency.
The unexpected win: customers started sole-sourcing through us not because we were cheapest, but because we could prove material origin down to the heat number when auditors showed up. Compliance became competitive advantage.
Boncarlo UnetaChief Legal Officer, Initiate PHOne clear example was integrating ESG into our anti money laundering and risk assessment program. We expanded traditional financial risk checks to include environmental and social risk indicators, such as evaluating whether issuers and partners were exposed to regulatory violations, harmful business practices, or governance red flags that could affect investor trust. This changed compliance from a box checking exercise into a forward looking risk filter that directly influenced onboarding decisions, disclosure standards, and internal monitoring.
The most challenging part was aligning ESG expectations with existing operational processes without slowing the business down. ESG concepts can feel abstract to teams used to rule based compliance, so the real work was translating them into practical controls, documentation standards, and decision rules that regulators could understand and teams could consistently apply. Getting buy in required showing that ESG strengthened risk management and credibility, not just added another layer of compliance.
