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(R)evolution: How new CNH reporting frameworks are shifting boards’ engagement on sustainability

Dr Pamela Hanrahan MAICD is Emeritus Professor of Commercial Law and Regulation at the UNSW Business School, Chair of the Business Law Section of the Law Council of Australia, and a Consultant with Johnson Winter Slattery.

Energy and resources (E&R) companies have always been at the centre of contemporary conversations about sustainability. Most people forget that the concept of a “social licence to operate” first emerged late last century in the extractive industries, as a response to growing social and political concern over the negative impacts of some projects on the environment and local communities.

The concept of social licence has its critics but is a useful reminder that all businesses rely on the ongoing support – or at least tolerance – of their stakeholders to succeed, including their investors and lenders, employees, customers and suppliers, and communities. A business that operates in a manner that is unacceptable to key stakeholders will lose that support; stakeholders are increasingly focusing on sustainability and as a result it has become a key factor in the financial prospects and performance of projects.

Boards now recognise that operating sustainably involves managing the impact of their company’s operations in the three broad “CNH” domains: climate and the energy transition; nature, biodiversity and the environment; and humans and societies. The third domain includes areas like human rights, modern slavery, labour rights and WHS, First Nations engagement, equity and diversity, data governance and privacy, tax transparency, foreign bribery, and sustainable development.

An expanding body of hard and soft law regulates corporate behaviour in all three domains. Hard law – including Commonwealth, state and territory legislation – often includes sanctions for non-compliance by companies and their officers. Soft laws such as codes, principles and policies are also influential. These include the Ruggie Principles on Business and Human Rights, the UN Global Compact and the OECD Guidelines for Multi-national Enterprises.

Importantly, these hard and soft laws are now supplemented by rapidly maturing mandatory and voluntary disclosure frameworks. And these disclosure frameworks are having a significant impact on how issues of sustainability are viewed from the boardroom.

Sustainability disclosure is changing

Sustainability disclosure is not new. Many Australian E&R companies have been reporting on their climate, environmental and societal impacts for years. Larger entities are required by law to report on modern slavery risks and workplace gender equity, and high greenhouse gas (GHG) emitters are subject to NGER reporting. Where sustainability factors have a material impact on the matters required to be disclosed in the company’s annual report (currently comprising its financial statements, directors’ report and auditor’s report) that impact must be appropriately captured. The focus is on identifying the likely financial implications for the company of the risks and opportunities involved.

Many companies also elect to report against voluntary frameworks such as the Global Reporting Initiative (GRI) Standards, the Sustainability Accounting Standards Board (SASB) Mining and Metals Standards, and the recommendations of the Taskforce on Climate-related Financial Disclosures (TCFD). A smaller number report voluntarily against the 2015 United Nations Sustainable Development Goals (SDGs) covering “people, planet and prosperity” and are engaging with the new recommendations of the Taskforce on Nature-related Financial Disclosures (TNFD).

Outside the formal reporting required by law, sustainability disclosure has sometimes been seen as an opportunity to burnish the company’s reputation by emphasising positive commitments, subject only to the overarching constraint that the content should not be misleading (for example, greenwashing). In some companies, sustainability reporting is largely the responsibility of the public relations or investor relations functions. However, that is likely to change with the recent enactment of laws to mandate the inclusion of climate-related financial disclosure as a stand-alone component of annual reports.

The new law is part of the evolution of globally standardised sustainability reporting following the creation of the International Sustainability Standards Board (ISSB) in 2021 and the release in 2023 of its standards IFRS S1 General Requirements for Disclosure of Sustainability-related Financial Information and IFRS S2 Climate-related Disclosures. In September 2024, the Australian Government legislated to require the inclusion of a Sustainability Report in many larger companies’ annual reports, initially containing climate-related information to be prescribed by the Australian Accounting Standards Board based on IFRS S2.

Including information about climate-related risks, opportunities, metrics and targets (including scope 1, 2 and 3 GHG emissions) in annual reports has significant ramifications for Australian boards, as the law requires that directors personally sign-off the disclosure (as for the financial statements). As is demonstrated by ASIC v Healey [2011] FCA 717, where directors were found personally liable in connection with misstatements in the Centro Group’s financial statements, this has liability implications for individuals that are different from those that arise for corporate publications more generally. And the disclosure will now be made in circumstances covered by s 1308 of the Corporations Act 2001 (Cth), which imposes liability on a person who authorises disclosure if they fail to take all reasonable steps to ensure that disclosure is not materially false or misleading.

This is already influencing how E&R boards approach sustainability disclosure, and we are seeing a much higher level of board attention given to how information is collected, presented and assured. Much of this falls squarely within the CFO function. The flow-on effect seems to be that sustainability considerations across all three domains are increasingly part of discussions about strategy and financial performance. Executives and in-house counsel need to be prepared for this new boardroom view.

Dr. Pamela Hanrahan will deliver the keynote address on Day 2 of the ER Law Annual Conference, taking place from October 16-18 in Brisbane. To register, please follow this link here

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