How to unlock value — take social impact reporting beyond compliance

In an era when environmental, social and governance (ESG) reporting have become table stakes for large corporations, a surprising opportunity for differentiation has emerged in what many consider the most challenging aspect of sustainability reporting: the social impact space.

While companies have made significant strides in environmental and governance reporting, social impact disclosure remains a frontier where visionary leadership can create meaningful competitive advantage.

Recent studies, including our own, reveal a common frustration among business leaders across industries with social impact reporting. The lack of standardised metrics, increasing stakeholder activism and the tension between performance data and marketing narratives have created a complex landscape.

A senior executive at a leading financial services firm, for example, told us that this company has, for many years, reported annually on social impact data as evidence of its broad commitments. But in the race to win the hearts and minds of customers and external talent, they’re simply not certain where they stand, or which non-financial metrics matter the most to communicate this performance to stakeholders.

This uncertainty is costly. According to International Data Corporation, private sector spending on ESG business services is projected to reach $65-billion by 2027, with sustainability reporting consuming a significant portion of this investment. Despite the rising costs of reporting, the benefits are unclear and many companies fail to realise meaningful returns on their substantial expenditure.

The current challenge

The “S” in ESG is complex and often overlooked when companies commit to targets. Three critical pain points emerge consistently in conversations with business leaders:

• Determining the relevance and comprehensiveness of non-financial performance data.


• Quantifying the “S” in ESG in meaningful ways.


• Developing engaging and cohesive sustainability reports that satisfy both voluntary and mandated disclosure requirements.

The challenge is compounded by organisational complexities.

Social impact initiatives often exist in departmental silos: HR manages employee development, CSR handles philanthropy while the C-suite owns purpose, for example.

This disconnected approach results in social impact reporting failing to align with strategic business objectives such as talent attraction, employee engagement, investor relations and brand trust. By not addressing these in a more integrated manner, companies risk falling behind in meeting the diverse needs of their stakeholders, resulting in fragmented reporting and storytelling.

The path forward

The solution could lie in taking a more holistic view rather than drilling deeper into granular metrics. Leading companies are beginning to adopt a systems-thinking approach that considers their total social impact footprint across all stakeholder touchpoints. This approach helps organisations move beyond compliance to create genuine competitive advantage through their social impact reporting.

Environmental activism clothing brand, Patagonia, exemplifies this holistic approach. The company’s decision to transfer ownership to a climate-focused trust in 2022 represented the culmination of decades of integrated social impact strategy, starting with their self-imposed 1% earth tax in 1985. This move demonstrated how social impact could be woven into the very fabric of business strategy rather than treated as a separate reporting exercise.

Breaking through the comparison barrier

While global guidelines for non-financial reporting are gaining traction, the absence of credible benchmarks remains a significant obstacle. As noted in the Harvard Business Review’s, The Truth About CSR, (Smith, 2015), stakeholders need meaningful ways to compare performance across companies, not just standardised reporting frameworks.

To overcome this “comparison barrier,” organisations need to:

• Develop consistent, verified data collection processes;


• Create meaningful benchmarks that enable performance comparison; and


• Tell compelling stories that connect social impact to business strategy.

The competitive advantage opportunity

The most significant opportunity lies in moving beyond the “sea of sameness” in sustainability reporting. Companies that can effectively communicate their total social impact while providing credible, comparable metrics will find themselves at a distinct advantage in attracting talent, engaging employees and building stakeholder trust.

McKinsey reports that companies with strong ESG performance command a 10% premium in talent attraction and retention (McKinsey Quarterly, 2023). This premium is particularly pronounced when organisations can demonstrate authentic, measurable social impact.

But it’s not only about staff: a study undertaken by Accenture in 2023 found that 61% of consumers are more likely to purchase from brands that demonstrate a commitment to societal issues, while the McKinsey report also reveals that companies with strong ESG commitments outperformed the market with an average market capitalisation growth of 20%.

As regulatory requirements continue to evolve and stakeholder expectations rise, the ability to report effectively on social impact will become increasingly crucial. The companies that will win in this space are those that can transform their reporting from a compliance exercise into a strategic tool for differentiation.

Looking ahead

The future of social impact reporting lies in integrated approaches that connect internal operations with external impact. Organisations that can tell a coherent story backed by credible data will find themselves well positioned to capitalise on the growing importance of social impact in stakeholder decision-making.

The opportunity is clear: by taking a more holistic approach to social impact reporting, companies can not only meet their compliance obligations, but also unlock significant value through differentiation and stakeholder engagement. The question is no longer whether to invest in better social impact reporting, but how to do so in a way that creates lasting competitive advantage.

Gita Maharaj is CEO of Impact Institute, an independent advocate for corporate accountability in sustainable social impact reporting and originator of the Impactful Organization certification programme, which measures the social impact footprint of leading companies.