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In the first part of our blog series on materiality, we discuss why companies should assess double materiality.
After 20 years of discussions and evolving perspectives on what materiality means, who is it for, or whether the sustainability field should even be using the term “materiality,” a consensus is emerging.
We have assessed the major needs and challenges to align sustainability priorities with ERM and we recommend the following four-step approach.
This is how to leverage data analytics, artificial intelligence, futures thinking, and other innovative approaches to inform your sustainability strategy.
These are our tips for navigating the journey from denial to acceptance when embarking on a materiality assessment.
Throughout our recent discussions with sustainability reporting leaders, we were struck by sharply divided opinions on these three questions.
A new Guardian Sustainable Business series explores what it really takes to drive sustainability within a company. Here, we look at the critical role of mid-level managers in this change.
BSR sat down with a corporate sustainability leader at SABIC to discuss the company's approach to materiality and lessons that other businesses can take away.
A large number of companies have embraced the principle of materiality to identify their most important sustainability issues. Here’s how to use materiality to define a strategy that resonates globally.
More stakeholders are identifying executive compensation as a material corporate responsibility issue. But not enough are focusing on the link between executive compensation and corporate responsibility performance.
When it comes to materiality, do you want the Sean Connery, the George Lazenby, or the Daniel Craig?
In a recent article, we recommended a "blended approach" to materiality that addresses all three definitions put forward by the major sustainability reporting initiatives. But does that mean a company really has to publish three different reports on sustainability performance?