Alireza Taheri
Sustainability Specialist
Pasargad Energy Development Company
I am an industrial engineer with over 15 years of experience as a consultant in implementing management systems, including productivity management systems, ISO 9001, enterprise risk management, quality. Eleven of those years have been dedicated to the energy sector, where [he/she/they] has supported companies in improving operational performance and aligning with international standards. Currently, [Your Name] works as a Sustainability Specialist at Pasargad Energy Development Company, focusing on corporate sustainability, carbon management. mo
Participates in
TECHNICAL PROGRAMME | Energy Leadership
ESG and Governance
Forum 28 | Digital Poster Plaza 5
29
April
11:30
13:30
UTC+3
In developing countries, including my own country Iran, ESG reporting is often superficial and often reflect philanthropic activities rather than company activities. While 96% of the world’s largest companies publish sustainability reports, many fail to take sustainability into account in their decision-making process or their overall project management. This results in reports that are either a list of community projects or a list of projects that are forcibly connected to global trends for sustainability. Although studies frequently attribute this to a lack of unified standards, there are already many sustainability standards available, hundreds in fact. So, the issue doesn’t seem to be a lack of standardization. One could even say that over standardization is the problem. In this study we argue that the problem arises not from lack of standards but from the lack of connection between strategy formulation and execution and sustainability.
In Pasargad Energy Development Company which is active in Iran’s upstream, downstream, and power generation, we are beginning to realign our processes with this concept. We claim that we have alleviated this issue by integrating ESG from the start in our strategy formulation. We propose a customized ESG-enhanced SWOT framework which embeds ESG considerations into strategic planning. This way ESG becomes a part of strategy rather than an afterthought.
The proposed methodology extends beyond strategy formulation. As we execute strategies via projects the material issues are reviewed through stakeholder surveys and meetings; reviewed, prioritized via the sustainability committee, and refined and traced via the sustainability department. This process embeds ESG into project selection, execution, and performance monitoring, maintaining flexibility and responsiveness to the ever-changing global energy landscape. This way when we report on sustainability, we are in fact reporting the company activities and not on some unrelated topics to the company's business.
In a global landscape where ESG priorities are increasingly uncertain this framework helps companies move beyond ticking boxes for compliance. By embedding sustainability into core strategy and operations, firms can report on real business actions, not just standardized topics disconnected from their actual work.
In Pasargad Energy Development Company which is active in Iran’s upstream, downstream, and power generation, we are beginning to realign our processes with this concept. We claim that we have alleviated this issue by integrating ESG from the start in our strategy formulation. We propose a customized ESG-enhanced SWOT framework which embeds ESG considerations into strategic planning. This way ESG becomes a part of strategy rather than an afterthought.
The proposed methodology extends beyond strategy formulation. As we execute strategies via projects the material issues are reviewed through stakeholder surveys and meetings; reviewed, prioritized via the sustainability committee, and refined and traced via the sustainability department. This process embeds ESG into project selection, execution, and performance monitoring, maintaining flexibility and responsiveness to the ever-changing global energy landscape. This way when we report on sustainability, we are in fact reporting the company activities and not on some unrelated topics to the company's business.
In a global landscape where ESG priorities are increasingly uncertain this framework helps companies move beyond ticking boxes for compliance. By embedding sustainability into core strategy and operations, firms can report on real business actions, not just standardized topics disconnected from their actual work.
