The seminar can be held online on the official International Business Academy platform. On completion of the training you will be given a link to the recording, which will be available for one month.
*dates are subject to additional confirmation
excluding VAT
* VAT of 16% will be added to the invoice
Programme goal:
Training managers and specialists in practical methods of ESG transformation of the company using international ISO standards. The programme aims to make ESG stop being a formal requirement and become a real tool for increasing sustainability, competitiveness and the trust of investors and society.
The programme focuses on:
— Managing ESG risks — identifying and reducing environmental, social and governance risks, integrating ESG factors into the company's strategy
— Increasing competitiveness — adapting to the ESG requirements of international and local markets, reducing the risk of losses due to sustainability barriers (for example, cross-border carbon regulation)
— Strengthening reputation and trust — increasing the company's environmental, social and corporate responsibility
— Reducing the carbon footprint — applying the tools of ISO 9001, ISO 14001, ISO 45001 and ISO 37001 and integrating approaches to decarbonisation
— Developing a culture of sustainable management — introducing transparent corporate governance practices and anti-corruption measures, and involving staff in ESG processes
Objectives:
— Master the key principles of the ESG agenda and understand their influence on the company's strategy and business model
— Study methods of identifying, analysing and managing ESG risks (based on ISO 31000)
— Develop an ESG transformation Roadmap for your company
— Understand methods of decarbonisation and carbon footprint calculation (Scope 1, 2, 3)
— Study approaches to obtaining ESG ratings and investors' requirements
— Consolidate knowledge in practical cases, business games and group projects based on the business processes of the Client company
Skills developed:
— Integrating ESG factors into strategy and corporate governance
— Analysing and managing ESG risks using ISO 31000 and practical tools
— Environmental management — managing CO₂ emissions, resource conservation, implementing decarbonisation projects
— Social management — developing inclusion, responsible consumption, engagement with staff and communities
— Corporate governance — increasing transparency, anti-corruption measures (ISO 37001), improving compliance practices
— ESG reporting and working with investors — preparing non-financial reporting, communicating with rating agencies and investors
— Data-driven decision-making — using ESG indicators and KPIs for strategic and operational management
Target audience:
— Key managers and business process owners — integrating ESG into the company's strategy
— Compliance officers and representatives of legal services — taking ESG factors into account in risk management and regulatory obligations
— Internal auditors (internal audit service and IMS auditors) — introducing a risk-based approach into ESG practices
— HR and corporate culture specialists — developing social responsibility and inclusion
— Procurement and logistics specialists — introducing the principles of «green procurement» and supply chain management
— Risk managers — integrating ESG risks into the company's overall risk register
— Environmental and occupational health and safety specialists — developing and implementing environmental and social programmes
— Top managers and lawyers — building corporate governance with due regard to the ESG agenda and international requirements
Block 1: Introduction to the ESG agenda
ESG context and ESG risks
Getting acquainted/ Introduction/ Course overview/ Participants introduce themselves
ESG context
— What ESG is
— Why ESG matters
— What the leaders of the ESG agenda are doing in these conditions
— ESG transformation — what it is
— The main stages of ESG transformation for companies
— Are there unified standards for ESG transformation
— Tools and general recommendations on ESG transformation
Kazakhstan in the global agenda: overview of national goals and initiatives
— The Country Climate and Development Report (CCDR)
— The National Carbon Neutrality Strategy to 2060
— Sustainable finance instruments
Managing ESG risks
— What is special about ESG risks
— What approaches to accounting for ESG risks exist in international banking practice
— The stress test — as a key tool for managing ESG risks — examples of application
— How to classify ESG risks correctly
— Which tools for accounting for ESG factors banks use in the lending process
ISO 31000:2018 «Risk management. Guidelines» — as a risk management tool
— Case on applying ISO 31000 to manage ESG risks
Business game on the block «ESG context and ESG risks»
«Mental traps» (cognitive biases) in the ESG context and ways of neutralising them
Block 2: ESG, the E component — «environmental»
How to reduce the impact on the environment
Greening the business
— What types of environmental risks exist
— Why business needs to think about preserving biodiversity
— How climate risks differ from environmental ones
— How physical environmental risks materialise
— How to manage environmental risks
Decarbonising the business
— What carbon neutrality is
— Who is the world's driving force of carbon neutrality
— How the European emissions trading system works
— Which industries will be most affected by cross-border carbon regulation (CBAM)
— What exporters need to do to reduce losses from CBAM
— What technological barriers stand in the way of achieving carbon neutrality by 2050
— Why hydrogen is considered the key to decarbonisation
— How decarbonisation has changed the approach to investment planning
Greenhouse gases and the carbon footprint
— How to calculate greenhouse gas emissions, and what the concept of carbon footprint includes
— Dividing companies' emissions into three scopes: Scope 1, Scope 2, Scope 3
— Which standards are used to calculate the carbon footprint
— Which solutions are available on the market for calculating greenhouse gas emissions
— Why calculating the carbon footprint is difficult, and the mechanisms for calculating it
— What the limitations of offset projects are
— How a green certificate works
— How to set greenhouse gas emission reduction targets
— Who in the company should be responsible for the climate agenda
— What the process of managing the climate agenda in companies looks like
— Why it is important for every company to disclose information about its carbon footprint
Case — SIBUR's experience of green transformation
PJSC «SIBUR Holding» — Russia's largest integrated petrochemical company and one of the most dynamically developing companies in the global petrochemical industry
— Why SIBUR went into the green economy, and how the company's business model changed
— What the circular economy is and how it works at SIBUR
— How the ESG agenda changed the approach to investment appraisal of SIBUR's projects
— How SIBUR employees experience the innovations
— What the value of ESG reporting disclosure is for SIBUR
— What the pitfalls of implementing a green strategy are
ISO 14001:2015 «Environmental management systems. Requirements with guidance for use» — as a tool for implementing the «E» component — «environmental» in the ESG agenda
— Environmental aspects and risks and ways of managing them
— The PDCA cycle and continual improvement
— Case on applying ISO 14001 to meet the requirements of the ESG agenda for the «E» — «environmental» block
Business game on the «E» — «environmental» block
Workshop on assessing the maturity of the company's ESG practices, the «E» component
«Mental traps» (cognitive biases) in the context of the E component — «environmental» and ways of neutralising them
Block 3: ESG, the S component — «social»
How to respond to social change
The customer: responsible consumption
— Where the responsible consumption trend came from
— What a responsible consumer looks like
— Which factors hold back the growth of the responsible consumer segment
— How business is responding to the emergence of the responsible consumer segment
— What responsible companies need to consider when working with suppliers
Inclusive environment and design
— What inclusion is
— Why creating an inclusive environment in companies is becoming ever more relevant
— Drivers of creating an inclusive environment in companies
— Creating inclusive products
— Whom inclusion should cover
— How to create and maintain an inclusive environment in the company
ISO 45001:2018 «Occupational health and safety management systems. Requirements with guidance for use» — as a tool for implementing the «S» component — «social» in the ESG agenda
— Stakeholders, including the local population: identifying and meeting their needs and expectations
— Consultation and participation of workers
— Occupational health and safety hazards and risks and ways of managing them
— Case on applying ISO 45001 to meet the requirements of the ESG agenda for the «S» — «social» block
Business game on the «S» — «social» block
Workshop on assessing the maturity of the company's ESG practices, the «S» component
«Mental traps» (cognitive biases) in the context of the S component — «social» and ways of neutralising them
Block 4: ESG, the G component — «governance»
How to change corporate governance practices
Non-financial disclosure
— Why ESG reporting is needed and what it contains
— What the ESG reporting standards and types of ESG reporting are
— Why ESG reporting should be assured
— To disclose or not to disclose ESG reporting
Obtaining a market ESG rating
— What market ESG ratings are and who compiles them
— What ESG ratings are based on
— What the company assessment process looks like
— What causes discrepancies in rating results and what this affects
— A roadmap for obtaining an ESG rating
Financing with ESG instruments
— How investors are adapting to the ESG agenda
— What role market ESG ratings play in responsible financing
ISO 37001:2016 «Anti-bribery management systems. Requirements with guidance for use» — as a tool for implementing the «G» component — «governance» in the ESG agenda
— Corruption risks — identification methods
— Ways of reducing corruption risks
— Ways of increasing the transparency of corporate governance in the company
— Case on applying ISO 37001 to meet the requirements of the ESG agenda for the «G» — «governance» block
Business game on the «G» — «governance» block
Workshop on assessing the maturity of the company's ESG practices, the «G» component
«Mental traps» (cognitive biases) in the context of the G component — «governance» and ways of neutralising them
Course completion
