Shareholder value is increasingly linked with societal value. Leading organisations transform their social and environmental impacts into sources of innovation and competitive advantage. GWGlobal can help you work out how to do it, and how to ascertain which approach is best for your organisation. Our training helps build your business case for change and demonstrate measurable impacts.

GWGlobal’s suite of training can help organisations to:

  • Build buy-in from senior leadership and/or investors
  • Clarify key issues
  • Build stakeholder engagement
  • Link Sustainability/CSR activities reporting to organisational strategy

GWGlobal provides comprehensive Sustainability/CSR training to help organisations to understand and navigate the rapid and substantial shift in attitudes and governance arising from the combination of:

  • The impact of social media exposure
  • Rising shareholder activism (particularly on social and environmental issues)
  • Adverse community reaction to high-profile examples of corporate misconduct
  • A ramping up of regulatory measures.[1]

The impetus to include sustainability/CSR parameters into business and investment accounting will increase, fuelled by market and social pressure, thereby increasing the requirement for organisations to be transparent about their performance on environmental and social matters, and to improve corporate governance.

  • Bespoke Training – We tailor customised on-site training to meet the unique needs of each organisation. We are available for corporate retreats, strategy sessions, team meetings and other events worldwide.
  • Build a Culture of Integrity – Please click here to learn more about our tailored programs.


[1]  In Australia, the traditional responsibility of directors (according to the Corporations Act) has been to serve the interests of the community and its shareholders. However, this definition has lately been broadened to include responsibility to wider communities. Recent legislation includes the Federal Government’s Banking Executive Accountability Regime (BEAR), which enforces greater director and manager accountability through higher penalties and offers increased whistle-blower protection. Tougher regulations still are to come, in the form of the Notifiable Data Breaches scheme and the Modern Slavery Act, which aims to address exploitative labour practices in supply chains.
Corporate reporting and disclosure, too, have become increasingly problematic. To address this, ASIC has cautiously endorsed the practice of reporting underlying profit or alternative earnings measures in its Regulatory Guide 230.
The international regulatory environment has also become increasingly complicated, with laws changing and penalties increasing. For example, UK courts have recently held that penalties of up to 100% of a company’s profits are appropriate for environmental breaches.
There is the complexity of considering what measures are required in order to go from being legally compliant to innovating sustainably profitable practices.