Chan Ee Chong
Lead Consultant
Over twenty years in wealth management and business consultancy, with ESG project experience across South-East Asia.
ESG advisory · Wealth management · Business consultancy
View Chan Ee Chong’s profile// ESG & Sustainability
ESG Strategy
Decide what your organisation is actually going to do about ESG, and what it is not.
A defined ESG position built from material issues, business strategy and stakeholder requirements -- with governance, priorities and a delivery plan attached.
// Context
Why this matters
Most ESG activity begins reactively. An investor questionnaire arrives, a customer sends a code of conduct, a listing rule changes, and each is answered on its own terms. Over time the organisation accumulates commitments it has never collectively reviewed.
The result is an ESG position that exists only in the aggregate of past responses, which nobody owns, and which cannot be explained coherently to a board or a lender.
A strategy resolves that by deciding, deliberately, which issues this business will manage, to what level, with what resources, and against what measures -- and by being explicit about what falls outside scope.
// The engagement
How CER helps
- Current state review of existing commitments, disclosures and responses
- Materiality assessment to establish which issues genuinely matter
- Peer and sector benchmarking
- Stakeholder requirement mapping across investors, customers, regulators and employees
- Regulatory and reporting obligation mapping
- Strategic priority setting, aligned to business strategy
- Governance design -- board oversight, management ownership and committee structure
- Target and KPI definition
- Implementation roadmap with sequencing and resource requirements
- Internal and external communication approach
// Deliverables
What you receive
- ESG materiality assessment
- Stakeholder and obligation map
- ESG strategy document with defined priorities and scope
- Governance framework and accountability model
- Target and KPI set with baselines and measurement definitions
- Implementation roadmap with owners and timelines
- Board-level summary paper
// Fit
Who this is for
- Boards and executive teams setting an ESG position for the first time
- Listed companies whose disclosures have outgrown their governance
- Companies preparing for investor or acquirer due diligence
- Organisations with ESG activity spread across functions and no owner
// Why CER
Practitioners, not report writers
CER works from Singapore with organisations across Asia, which matters for this service because requirements arriving from European regulators, regional supervisors and local listing rules do not align neatly.
Engagements run through to implementation: the data collection process, the documentation, the controls and the internal handover, so that the second cycle is cheaper than the first and can be run without us.
Where an organisation would be better served by building the capability internally, CER Academy delivers the same technical material as training.
Meet the people behind the work// Our people
Expertise on this service
Raymond Cheung
Advisor & Lead Trainer
Over twenty years in actuarial science and risk management, working across ESG, sustainability and ESG investment.
Actuarial science · Risk management · ESG and sustainability
View Raymond Cheung’s profile// Questions
Frequently asked
Where does ESG strategy start?
With materiality. Without an assessment of which issues matter to this business and its stakeholders, a strategy is a list of topics rather than a set of decisions.
Who should own ESG internally?
It varies by organisation, but it should be someone with authority over resources and a direct line to the board. ESG owned by a function with no budget and no mandate produces reporting rather than change.
How is this different from a sustainability report?
A report describes what happened. A strategy decides what will happen. Organisations that build the report first typically find they are describing activity rather than a position.
Do we need to commit to targets?
Targets you cannot deliver are worse than no targets. We work on what is achievable given your operations and capital position, and are explicit where the honest answer is that a target should wait until the data supports it.
Related services and industries
// Related
Services that connect to this
Materiality Assessment
A structured assessment of sustainability issues against business impact and stakeholder significance, producing a prioritised set that strategy and reporting can be built on.
Materiality Assessment: Explore this service
Sustainability Reporting
Reporting built on defined data, documented process and a clear view of which framework applies -- prepared so that assurance is achievable when it becomes required.
Sustainability Reporting: Explore this service
ESG Risk Management
Identification, assessment and integration of ESG and climate risks into enterprise risk management, with ownership, appetite and monitoring rather than a parallel register.
ESG Risk Management: Explore this service
ESG Data & KPIs
Metric definitions, data ownership, collection processes and controls that turn scattered ESG information into a reportable, auditable data set.
ESG Data & KPIs: Explore this service// Sectors
Where this applies
Financial Services
Climate risk, financed emissions, ESG governance and sustainable finance.
Financial Services: View sector expertise
Manufacturing & Supply Chain
Carbon measurement, Scope 3, supply-chain requirements and sustainable procurement.
Manufacturing & Supply Chain: View sector expertiseDiscuss your esg strategy requirements
Tell us where you are now and what you are being asked for. We will tell you what closing that gap actually involves.
Building this capability internally instead? CER Academy delivers the same technical material as training.