The sustainability reporting landscape for Canadian companies is on the brink of a significant transformation.

Businesses that have been operated under largely voluntary reporting frameworks will soon face the challenges of navigating a complex array of disclosure regulations across various jurisdictions.

Our annual Sustainability Reporting Insights analysis of Canadian companies’ disclosures found many companies unprepared to meet these new reporting obligations. These companies face growing risks. But they also have opportunities to show how sustainability forms a strategic imperative for their organization by viewing these requirements as more than just a compliance exercise.

Sustainability reporting is about more than regulatory compliance and sharing a story of progress. It’s an opportunity to make better business decisions and enhance corporate strategy by understanding how sustainability will challenge today’s business models, creating both risks and opportunities for growth and reinvention. Given the changing geopolitical landscape, particularly in North America, it’s crucial for companies to anchor their sustainability reporting in financial impact and value creation.

Key findings: How mature are corporate sustainability reports in Canada?

We used our internally developed generative artificial intelligence (GenAI) tool to analyze 76 climate and sustainability disclosure points in the reports of 250 top Canadian companies. Regulators will eventually require companies to report nearly all the disclosure points included in our analysis.

Yet we found a significant gap: the organizations in our analysis only report approximately half of these disclosure points on average.

Many larger companies’ sustainability reports will broadly align with the Canadian Sustainability Standards Board’s (CSSB) inaugural standards. These standards are based on the International Financial Reporting Standards (IFRS) that are forming the baseline for emerging mandatory sustainability reporting globally. Locally, the Canadian Securities Administrators is also considering the CSSB standards as it finalizes its climate-disclosure rules. And major Canadian investors have called on companies to adopt the CSSB’s standards to provide the transparency and comparability needed for making investment decisions.1

Yet even these aligned companies still have considerable work ahead to meet the detailed requirements of these standards. The challenge is even greater for companies that must report under regulations that go beyond climate disclosures, such as Europe’s Corporate Sustainability Reporting Directive (CSRD). The European Commission’s recent omnibus proposals, covering CSRD, the EU Taxonomy Regulation and other related regulations, suggest jurisdictions that pioneered sustainability reporting requirements are simplifying their disclosure rules. Regardless of potential delays in reporting deadlines, the overall direction remains clear: the demand for sustainability information in decision-making is increasing.

Companies that haven’t begun serious preparations face growing compliance risks. They also risk giving up ground to competitors with higher-quality disclosures that help attract investors, customers and employees. These standards and leading practices require organizations to disclose information that’s not readily available. Companies can better manage these risks by establishing data-collection systems and processes now, rather than waiting until these emerging reporting requirements become mandatory. We’re seeing these measures grow in importance as audit committees and chief financial officers increasingly review and approve a company’s sustainability disclosures as part of their governance mandate.


Our analysis pinpointed several opportunities for companies to both bridge their compliance gaps and add the precision and details needed to create value through sustainability reporting.

34% of companies don’t disclose how they meaningfully engage their stakeholders.

34% of companies haven’t performed a materiality assessment.

21% of companies don’t describe their governance structure for managing sustainability issues.

58% of companies don’t detail how sustainability issues affect their business strategy and financial planning.

70% of companies don’t disclose the potential financial impacts of their climate-related opportunities.

33% of companies don’t link sustainability targets to their overall strategy.

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Focusing only on high-level sustainability topics.
Stakeholders seek detailed information on your material sustainability matters. Meeting these expectations requires going beyond general topics such as “climate” and exploring the specific impacts on your operations and supply chain. For example, heat stress can reduce productivity for workers at mines and farms that supply essential commodities for many businesses. Delving into specific aspects of how climate change and other sustainability factors affect your business and value chain helps pinpoint material sustainability-related impacts, risks and opportunities. These insights can inform corporate strategy and guide decisions that enhance resilience and long-term value creation.

Excluding the finance function. Finance professionals bring a deep understanding of financial risks and opportunities, which is crucial to identify and assess material sustainability issues that affect financial performance. They’re also skilled in navigating complex regulatory environments and complying with financial reporting standards. This expertise is invaluable as organizations adapt to mandatory sustainability reporting frameworks. Additionally, companies can draw on the specialized expertise of other functions, including legal, operations, corporate strategy, procurement, government relations, marketing and investor relations.

Outsourcing the entire process. Depending solely on a third party to conduct a materiality assessment without engaging in the process limits your understanding of the sustainability impacts, risks and opportunities within your company and across its value chain. In contrast, collaborating with external sustainability specialists who involve your senior management and executive teams can build a shared vision and understanding. This collaboration helps integrate sustainability into strategy and operations while also creating an upskilling opportunity for employees in your organization to build a self-sufficient sustainability reporting program.

Inadequately consulting internal subject matter experts. Involving the business is crucial for properly identifying a company’s impact, risks and opportunities. This involvement reduces the risk of missing or mischaracterizing material risks and opportunities, which can lead to incomplete—or even misleading—disclosures. Additionally, it helps make sure capital is allocated to areas that help protect and generate value.

Not connecting the process to your enterprise risk management (ERM) systems. Aligning your materiality assessment with your ERM process helps create consistent scoring and a thorough evaluation of what these risks mean for your company. Our analysis shows 43% of companies don’t disclose their processes for integrating the assessment and management of climate-related risks into their overall risk management framework.

Neglecting to document judgments and assumptions. Keeping records of rationales, assumptions and decisions is essential for meeting regulatory and assurance requirements. This documentation provides evidence of how material issues were identified and prioritized. It helps support compliance and reinforces the credibility and transparency of your company’s reporting processes.

Not connecting your materiality assessment outcomes with corporate strategy. Companies can tailor their strategies to meet these expectations by identifying the issues that matter most to stakeholders, enhancing relationships and trust. Materiality assessments also highlight potential risks, allowing for proactive management and mitigation. Furthermore, understanding material issues can reveal opportunities for innovation and value creation, facilitating the development of new products or services that meet market demands.

Neglecting to refresh your materiality assessment. The business landscape is constantly changing. A dated materiality assessment may not accurately reflect your sustainability impacts, risks and opportunities. Conducting an annual review lets you identify the need for updates and keeps your assessment relevant. 

How companies can create a transparent story of sustainability progress

Many Canadian companies are rethinking their reporting strategies as they transition to mandatory sustainability reporting. In some cases, this involves consolidating various sustainability-related publications into annual reports that explain the execution of their sustainability strategy. This approach helps organizations create more consistent messaging, streamline reporting efforts and enhance their reporting strategy by reducing costs and exploring how reporting can create value beyond compliance.

Many reporting requirements that companies will soon need to follow are grounded in the four pillars of the Task Force on Climate-related Financial Disclosures (TCFD): governance, strategy, risk management, and metrics and targets. Our analysis found 67% of companies reference TCFD in their reporting.

We structured our report around these four areas to better understand the readiness of Canada’s top companies for mandatory sustainability reporting requirements.


Governance: Building trust by disclosing roles and accountabilities 

Mandatory sustainability reporting requirements—along with investor expectations for integrating sustainability into corporate strategy—add complexity to the board’s oversight responsibilities. Developing and disclosing directors’ sustainability-related skills build confidence in the board’s oversight efforts but remain as significant governance gaps in many companies’ reporting .


Disclosing board-level sustainability skills builds confidence in strategic decision-making


Consumer markets
%
Energy, utilities and resources
%
Financial services
%
Technology, media and telecom
%
All sectors
%

Figures show the percentage of companies that disclose the board and/or board committee’s sustainability-related competencies, including related competencies that the board is looking to achieve.

Effective governance disclosures also include information on management’s role in assessing and managing sustainability-related risks and opportunities, along with details on the relevant controls and procedures. Disclosing management’s role helps stakeholders understand who is responsible for sustainability initiatives and how these efforts are integrated into the organization’s overall strategy. It also creates greater accountability for sustainability-related decisions.

Defining management’s sustainability responsibilities

Figures show the percentage of companies that disclose management’s role in each area.
 

Consumer markets

Consumer markets

65%

63%

Manages sustainability risks
Manages sustainability opportunities

Energy, utilities and resources

Energy, utilities and resources

64%

49%

Manages sustainability risks
Manages sustainability opportunities

Financial services

Financial services

55%

45%

Manages sustainability risks Manages sustainability opportunities

Technology, media and telecom

Technology, media and telecom

50%

46%

Manages sustainability risks Manages sustainability opportunities

All sectors

All sectors

57%

49%

Manages sustainability risks Manages sustainability opportunities

Recent changes to Canada’s Competition Act under Bill C-59 highlight the risks for companies that lack appropriate governance, processes and controls over their environmental disclosures. These provisions target companies that make false, misleading or deceptive environmental and climate claims. This includes releasing new sustainability-related claims, commitments or targets—such as carbon neutrality and sustainable sourcing—through social media or press releases. Companies found to be misrepresenting their environmental claims could face fines and penalties of $10 million to $15 million and up to 3% of annual gross worldwide revenues.


Strategy: Managing risks and seizing opportunities

Disclosing how your company integrates sustainability into corporate strategy demonstrates that you’re addressing your company’s sustainability-related risks and opportunities. This helps avoid the impression that your company is exposed to unmanaged risks. It also highlights how you’re spotting strategic opportunities in the marketplace and innovating around sustainability to seize them, thereby gaining a competitive advantage.

Yet our analysis found only 42% of companies disclose details on how sustainability-related issues affect their business strategy and financial planning. This gap highlights opportunities for companies to more closely integrate sustainability into strategy and unlock potential to both increase their long-term enterprise value and improve operational performance.

Consider the example of a retailer with hundreds of stores, each consuming significant amounts of energy. The annual energy bill for such a company may run into millions of dollars. By forming a dedicated energy management team, the retailer can explore ways to introduce more efficient refrigerants, upgrade to energy-saving lighting and modernize heating systems. These initiatives are part of a broader energy transition opportunity for companies to create value by taking charge of their energy demand, protecting against risks while achieving cost savings.

A company’s ability to manage climate-related impacts is linked to other important sustainability issues, including human capital management. Many employees want to reduce their environmental impact, creating an opportunity for businesses to clearly articulate their climate strategy as a competitive differentiator that enhances their ability to attract and retain skilled talent.

Some reporting standards require companies to disclose sustainability strategies for short-, medium- and long-term time horizons. Organizations can clearly articulate their objectives and the steps needed to achieve them by defining these time frames. Aligning these time frames with enterprise risk management processes improves consistency, although certain sustainability risks and opportunities may require extending the long-term horizon beyond ten years.

Considering various scenarios helps an organization develop sustainability strategies across different time horizons. For example, a short-term climate strategy might address responses to extreme weather events with immediate consequences, such as disruptions to essential services. A medium-term strategy could cover transition risks and opportunities, including regulatory changes and shifts in customer preferences. And a long-term strategy might focus on changes in climate patterns, such as persistent heat waves.

Looking across different time horizons helps create a holistic view of climate risks

Figures show the percentage of companies that consider short-, medium- and long-term time horizons in their disclosures of climate-related risks.
 

Consumer markets

Consumer markets

48%

Energy, utilities and resources

Energy, utilities and resources

52%

Financial services

Financial services

38%

Technology, media and telecom

Technology, media and telecom

21%

All sectors

All sectors

41%

Conducting a scenario analysis helps companies develop strategies to address the risks and opportunities they face over these different time horizons. Yet only 49% of companies undertake such an analysis, and not all these companies holistically analyze their business and value chain.

We typically see companies perform qualitative assessments rather than quantitative assessments that focus on financial impact. This approach is still a positive step as it lets companies identify and assess their climate-related risks and opportunities. Standard-setters such as the CSSB have provided transitional provisions for quantitative assessments as many companies will need to allocate the required resources as well as obtain executive and board approval before publicly disclosing the financial impact of climate-related risks and opportunities. 


Planning for uncertainty with a climate scenario analysis


Consumer markets
%
Energy, utilities and resources
%
Financial services
%
Technology, media and telecom
%
All sectors
%

Figures show the percentage of companies that have performed a climate scenario analysis.

Companies can think more strategically about how climate change and extreme weather events affect their business with the help of these insights. For example, intense flash flooding in July 2024 disrupted power and internet services for many downtown Toronto businesses. This disruption, in turn, affected employees’ productivity and their ability to deliver services to clients.

Analyzing such scenarios helps companies implement and monitor mitigation measures by integrating material risks and opportunities into strategic and financial planning.


Risk management: From assessment to action

Stakeholders, including investors, want to know what material risks and opportunities a company faces. But they also want to understand how companies are managing these risks and opportunities. Additionally, some reporting standards direct companies to examine sustainability-related impacts on their business from a financial perspective. This includes disclosing mitigation measures to manage these financial effects and enhance business continuity and resilience.

The gap between assessing and managing climate-related risks

Figures show the percentage of companies that disclose their assessment and management of each climate-related risk.

Consumer markets
Energy, utilities and resources
Financial services
Technology, media and telecom
All sectors

Consider the example of a fashion retailer. It may identify that climate change is causing unpredictable weather patterns that can reduce the yield and quality of the cotton it relies on. This can affect the company’s ability to maintain consistent product quality and supply levels. In addition to diversifying its supply chain, the company can also engage its biggest suppliers to explore—and disclose how it’s taking advantage of—innovative agricultural practices and technologies that enhance the resilience of cotton crops to climate change.

In addition to risk management, stakeholders are also interested in how companies are harnessing climate-friendly opportunities. Changing consumer preferences, the move toward electrified mobility systems and growing demand for more climate-resilient products—such as the cotton crops in the scenario above—are among the shifts that are creating new markets for businesses. Already, 27% of Canadian respondents to our Annual Global CEO Survey said they’re generating revenue from climate investments made over the last five years. Similarly, 30% of the companies in our analysis are disclosing the financial impact of their climate-related opportunities.


Identifying effective climate actions: Do companies financially quantify climate opportunities?


Consumer markets
%
Energy, utilities and resources
%
Financial services
%
Technology, media and telecom
%
All sectors
%

Figures show the percentage of companies that disclose the potential financial impacts of their climate-related opportunities.

It’s crucial to take a systematic approach that considers the magnitude and likelihood of each risk and opportunity and to document the process thoroughly. This makes your determinations more defensible and transparent, especially if regulators inquire about why certain risks were deemed material or not.


Metrics and targets: Measuring progress

Metrics and targets are crucial components of sustainability reporting. Mature companies disclose these as tangible evidence of progress, alignment with strategic goals and effectiveness in managing risks. They also assess the feasibility of their targets and disclose any uncertainties. This involves revisiting targets to understand what’s achievable based on various factors, such as the availability of technology. 
 
Providing context makes a company’s metrics more meaningful. This includes benchmarking key performance indicators against historical data to measure improvements against past performance. Additionally, benchmarking against peers is valuable because a company’s peers often set industry norms. Understanding how an organization is positioned relative to its peers helps investors evaluate the relative ambition of a company’s targets. 
 
Additionally, setting interim targets helps companies and their stakeholders monitor progress. It also adds credibility to long-term targets. For example, a company can’t realistically wait until 2049 to start working on its 2050 net-zero target. Achieving this goal requires a detailed transition plan, gradual implementation of changes and continuous monitoring.


Disclosures that make metrics and targets more meaningful


Discloses KPIs for material sustainability topics
%
Discloses historical data for each KPI
%
Discloses interim targets
%

Figures show the percentage of companies that report each disclosure point.

Many companies remain focused on their own operations, even though sustainability standards require consideration of the entire value chain. Setting targets that include upstream and downstream impacts demonstrates progress on sustainability-related risks and opportunities, including in a company’s supply chain. 

We see this in our analysis of Canadian companies’ disclosure of metrics and targets. For example, many companies disclose emissions from their direct operations (Scope 1) and from their purchased electricity, heat and cooling (Scope 2). But fewer report on indirect emissions that occur throughout their value chain (Scope 3). Our analysis likely overstates the completeness of many companies’ reporting, which often only includes certain categories of Scope 3 emissions, such as business travel. Disclosing the full picture of Scope 3 emissions adds credibility to a company’s climate transition plan and progress toward a net-zero target, helping it avoid making unsupported statements that could lead to accusations of greenwashing.

Tracking performance through targets and metrics

Figures show the percentage of companies that set targets and disclose metrics for each given aspect of their environmental footprint.

Consumer markets
Energy, utilities and resources
Financial services
Technology, media and telecom
All sectors

External assurance is a powerful way to build trust in a company’s sustainability disclosures. Nearly three-quarters (73%) of respondents to our Global Investor Survey 2024 said reasonable assurance—the level of assurance obtained in an audit of financial statements—would give them confidence in a company’s sustainability reporting to a moderate, large or very large extent. Yet in Canada, 60% of companies do not obtain external assurance over their sustainability metrics.

These companies will soon need to assess the assurance-readiness of their disclosures as regulators worldwide incorporate assurance into sustainability reporting requirements.

 

Enhancing sustainability reporting: Takeaways for organizational leaders

Sustainability reporting is a team effort. Bringing together insights from different functions—including engaging the board throughout the process—helps enhance the quality of a company’s disclosures.

Many companies have opportunities to de-risk their reporting processes by rethinking their sustainability operating model. Executives and functional leaders can take several strategic actions to improve their organization’s sustainability reporting:
 

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