ESG topics are organised into logical threads. They share some common themes but, unlike money, ESG outcomes are non-Fungible. A good result on one metric, say diversity equity and inclusion, does not mean a company can ignore it’s carbon footprint.

ESG has three three main categories, but within each category there are five branches. Within each branch, several metrics are defined, and for each of these in turn, sub-metrics often apply too. 

The resulting metrics set is large. Exact definitions vary too. Plainly, though, not all have equal relevance to a particular company.

An ESG exercise is needed to judge the relative importance of ESG factors to a company’s strategy by considering ESG from:

  • a risk perspective.
  • a reputation viewpoint; and
  • a competitive advantage angle.

Measurement and valuation of ESG impacts is at an early stage. This will improve rapidly as management of ESG deepens and as shareholder expectations, and mandatory disclosures (like TCFD and CSRD) become more entrenched.

Environmental Social Governance

Cannot see the wood for the trees

ESG Branches explantation
ESG Twigs social
ESG Twigs governance
ESG leaves explantation

Robert Head

Lead Consultant

Robert works with organisations of all types as a reward consultant or interim reward professional providing reward solutions, interim management and consultancy.

Robert is experienced in working across multiple sectors (including public listed, private equity, commercial, financial, non-profit, and charity).

Robert has deep subject matter reward experience in corporate governance, executive reward, remuneration committees, reward strategy, reward policy, annual bonus, long-term incentives, transformation and change, corporate actions, mergers and acquisitions, and restructuring.

Robert is experienced in stakeholder management working closely with Chairs and executive directors including CEOs and CFOs, non-executive director members of remuneration committees, members of executive committees including business unit CEOs/Presidents, senior HR business partners and other line executives, senior management in other organisations, outside specialists and advisers, and investors.

Robert Head Corpgro

Jane Allen

Lead Consultant

Jane has over 30 years of Reward experience within listed multinational organisations and consultancy environments.

Her expertise covers Total Reward (strategy and programmes), benefits & wellness, pensions, executive compensation, Remuneration Committee support, annual and long-term incentives, VCPs (value creation plans), M&As and restructuring.

Jane has successfully established reward teams and best practices for all key reward processes, leading on complex local and international issues across UK and US listed, family owned, and PE backed ownership structures.

She has a keen interest in ESG and how this can be reflected within Executive Pay to align with the long-term sustainability of businesses. 

Jane is a Fellow of the Pensions Management Institute and a Chartered Insurer. She is an independent Trustee for The Economist Pension Plan.

Damian Carnelll

founder director

CORPGRO is a reward consultancy specialising in executive incentives particularly those connected with growth; and ESG.

Damian has extensive experience advising leading companies on all aspects of executive compensation and equity plans. He was previously with Willis Towers Watson, Aon, and Ernst and Young. 

Damian’s extensive experience in executive compensation and equity plans means he is fully familiar with Corporate Governance norms, institutional shareholder views and proxy voting both advisory and binding.

Damian Carnell Corpgro