? Reporting is often seen as an exercise in public relations rather than a tool for corporate transformation which can contribute to a sustainable economy.
? Many companies claim that ‘sustainability is in their DNA’ but fail to create value, indicating the lack of integration in their core business strategy.
? While many corporate sustainability programs have achieved success on initiatives like optimizing energy use, reducing CO2 emissions, water conservation, and managing labor conditions, few have broken out of the sustainability silo and embedded this practice in the overall organizational strategy for business value creation.
? Even leaders in reporting are still cautious about disclosing sustainability aspects.
? Very few companies demonstrate senior management involvement and leadership
? Absence of proactive interest from users of the sustainability-related information such as consumers and governments
? Dependency on a regulatory regime of disclosure rather than business case driven voluntary approach