Abstract
This chapter explores the investment bank structure and the optimum approaches to integrate ESG into the credit risk process. The chapter also discusses key elements of building the business case for both why ESG is important and the need for closer oversight and integration into the “business-as-usual” process. It also explores how leadership, governance and culture can, or rather should be, created and maintained such that the successes of ESG integration once complete are not diminished through time. The chapter is written in the first person, drawing from the author’s risk management experience over the past decade, without reference to specific institutions to allow more open expression of core issues and challenges, providing valuable tips and techniques to achieve successful change programmes.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
Cross audits are the method of assurance or review using other risk practitioners or auditors from another region or business unit within the same organisation.
- 2.
Safety Culture and Safety Management Systems: Why Management Systems Alone Can’t Guarantee Model Employee Behavior, Jul 17th, 2010.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Cox, A. (2015). Fit-for-Purpose and Effective Environment, Social and Governance (ESG) Management: ESG Implementation Challenges, Concepts, Methods and Tips for Improvement. In: Wendt, K. (eds) Responsible Investment Banking. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-10311-2_2
Download citation
DOI: https://doi.org/10.1007/978-3-319-10311-2_2
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-10310-5
Online ISBN: 978-3-319-10311-2
eBook Packages: Business and EconomicsEconomics and Finance (R0)