Ep. 21: Surviving sustainability reporting season

As corporate sustainability teams shift to focus on regulatory and compliance, more sustainability professionals are spending a lot of time creating sustainability reports. These massive PDFs can sometimes be up to 100 pages or more and take many months to develop.  Love them or hate them, sustainability reports are here to stay. And the process can take its toll on the people who create them – both for in house folk and consultants. 

In this episode, Mike sits down to talk with Dunia Namugayi, a sustainability reporting expert who has gone through many reporting cycles and can speak to how she maintains personal sustainability through the ups and downs of creating effective reports.

You can also listen to this episode on Spotify, Apple Podcasts, Amazon Music, and YouTube.

TRANSCRIPT

Mike Hower: Thanks for being here today.

Dunia Namugayi: Thanks for having me, Mike. I'm so happy to be here.

Mike: Great. I want to dive into a simple question today: Why are sustainability reports so hard to make? I know the answer to this because I also work on them, but I'm curious from your perspective. Why are they so hard to create?

Dunia: They're incredibly complex. We're talking about so many different business units involved, each with different data sets and programmatic goals. You're trying to put all of that together and be concise, while also being consistent. Even though you're discussing various topics, you're communicating under one brand in a single report.

People want to make sure their story is told correctly and that all major elements are reflected. It's really like putting together a massive puzzle, and you only have so much time to do it. Now, as we all know, big changes are happening from a regulatory standpoint. It's not just about creative celebration anymore - though I think it still should be - but also about ensuring we're meeting all the disclosure requirements.

Mike: That really resonates with me. I always say it's like writing a book with 50 people, which sounds as miserable as it is. As I've been working as a fractional communications executive with clients, I'm seeing how challenging it is for in-house teams, just as it is for consultants.

It's about wrangling all the data, getting subject matter experts to input the correct information, and obtaining legal approval. And now, with increasing regulatory requirements, people who used to sign off at a high level are really diving in to read every detail, which has made the process even more complicated.

The purpose of our conversation today isn't to discuss how to create better reports - since everyone's talking about that - but to explore the challenges of "reporting season" and how reporters can survive this intense period.

So, my follow-up question is: Have you found any tricks for surviving reporting season? How do you make the process less painful, especially when dealing with crazy deadlines, client demands, and the need to create a document that's not just accurate, but also creative and engaging?

Dunia: Actually, reporting season is from January to July. I've worked in sustainability for over a decade, and in the last 5 years, I've been more focused on sustainability reporting and disclosure.

One of my big tricks is to start even earlier. For reports on a regular calendar year, a lot of the data is almost ready by the end of that year. So, if we can get started with outlines and building things out in November, that's what I've been doing with my reports, especially for large consumer brands with huge portfolios.

Starting early also helps around the holidays. You can get subject matter experts (SMEs) on board and be aware that we're not going to slowly ramp up after the New Year. We'll dive in fully by February. This approach helps the client feel better about the process - they're not suddenly thrust into reporting season right after the holidays.

As a consultant, I've found that working with my team requires helping them understand the full process. We might work with two or three different clients across various industries, so it's crucial to focus on understanding each brand's voice and the specific expectations of their team.

I spend a lot of time training sustainability consultants on the reporting process - covering tools, timelines, and building rapport with clients. I'm always trying to understand what's happening internally at these companies. I ask questions like: How are we collecting data? Do the SMEs understand our goals? Do they know who will read this report?

The ultimate goal is to work as one team - "one band, one sound," as I like to say.

Mike: I've been on both external and internal sides of this process. For other consultants listening, I believe project management is what saves the day. One of my old bosses called it "the beautiful basics" - setting the timeline in stone early, accounting for potential issues, and clearly defining who needs to review what and when.

Often, a senior-level person who wasn't consulted early enough can come in and completely disrupt the content. This creates stress and typically puts pressure on consultants to deliver everything with unreasonable timelines. The more you can anticipate and plan for potential challenges early on, the smoother the process will be.

Dunia: Absolutely. Reporting doesn't exist in a vacuum. It's based on all the work that has been done. Just like you wouldn't accomplish a major initiative around waste management or employee benefits without consulting different groups and taking it up to senior leadership, the same goes for reporting. It's another initiative within the sustainability function or wherever it's placed in an organization.

The key is making sure you know who the key players and final decision-makers are, and taking the time to keep them informed about the process.

Mike: Let's shift to the personal sustainability of those creating these reports. What are some things that keep you up at night during reporting season? What stresses you out the most, and how do you alleviate that stress?

Dunia: First, I try not to stay up at night worrying about it. With the reporting process becoming so much more complex - it now takes up about 8 months of my year - I can't spend that time in constant stress. I want to remain passionate about sustainability and excited about what we'll publish and what our work means.

When I receive materials for the reports, I often find myself thinking, "Wow, this story really shows how this company is making a change and making a difference locally." I support two major brands - a car company and a consumer goods online retailer - and it's fascinating to see how mission-driven they are.

People often say things like, "I drive that car, and their commercials make it sound like they really care about the planet and the outdoors." And you know what? They actually do. I get to write about all the ways they support their local community. That's why I went into this work - to genuinely demonstrate a positive impact on the environment and communities. It's incredibly rewarding.

Mike: I think I know which car company you're talking about - I'm pretty sure I drive that car!

This leads to an important point. There's a lot of burnout happening across corporate sustainability, and many people argue that reporting is a waste of time - that we should focus solely on decarbonization. I disagree. While it's problematic if companies are only reporting without doing the actual work, reporting is necessary.

In my previous roles during the first wave of ESG interest, investors would call asking for reports. When I'd point out they had nothing to report on, it would actually motivate them to start decarbonization work. Sometimes people criticize reporting, but it's not stupid or a waste of time. It helps communicate the impact companies are having.

It's easy to get demoralized during those monotonous hours of work, but it's important to remember that reporting does make a difference - it's not a silver bullet, but it's a crucial part of driving sustainable change.

Mike: It's about remembering that even the monotonous work of cutting, copying, and revising has an end game that is advancing social and environmental justice.

Dunia: Absolutely. So many stakeholders will see these reports - including in-house executives who will evaluate whether they're meeting expectations from peers and investors. In fact, investors are increasingly requesting specific language and disclosures, which motivates companies to create new initiatives.

In addition to annual reports, I also work on ratings and rankings. These standardized evaluations provide a score that feels more immediate than publishing a report. I can tell a client, "Here's where you're ranked in your industry." Many people only think of published content as reporting, but ratings and rankings are also a form of disclosure based on publicly available information. They help companies see their performance and make improvements.

Let me add another perspective on personal sustainability during the reporting cycle. After years of experience, you start to recognize patterns and find pockets of downtime. You realize when a document will be with a client for two weeks, giving you a break. I've also trained team members who can take over if I need time off.

I actually try to schedule vacation during reporting season - which might sound crazy to some. While industries like accounting traditionally avoid time off during busy periods, I've seen sustainability professionals successfully do this by planning months in advance. For instance, in the last reporting cycle, I took an awesome solo trip to Guadalupe in the Caribbean during late February and early March, right in the middle of drafting and refining content.

The key is taking the long view and recognizing that I'll be better and more passionate about my job if I find ways to take breaks.

Mike: That's a great segue to a broader issue. I'm sure you've seen the trend of corporate sustainability professionals burning out. There have been countless articles about this. A lot of the burnout seems to stem from not seeing the progress we want to make.

We're not just here to increase quarterly earnings. Our metrics are about saving the planet overall - and collectively, we're not necessarily excelling at that. Many professionals are questioning whether their work is making a difference, especially when it seems like their companies are moving backward.

So how do you build long-term personal sustainability in what could be a 30-year career in corporate sustainability?

Dunia: That is such an important point - personal sustainability. And that's actually how we ended up coming to this conversation. We've crossed paths many times over the last few years, and you know, when we initially were working on a webinar together on sustainability trends, we wanted everything to be so hard-hitting.

It was awesome to collaborate with you in that initial space and phase, and to meet a new person in my industry. I follow a lot of your content and engage, and actually met other connections that way by commenting and interacting on your LinkedIn posts.

A few months ago, you held a happy hour in DC for sustainability professionals, and I was at a very stressful point. Work was stressing me out, and other life events were stressing me out. I showed up at that event where we were fundraising for sustainability education. I saw so many familiar faces in the DC sustainability scene and recognized one person who I chatted with a little.

Yeah, I'm under a lot of stress. I got a little pep talk from a person I'm happy to shout out - Megan Chapel, who is a fantastic sustainability professional and friend. She's led sustainability at many different universities and in consulting as well.

She met me really early in my career, so running into her now and having that chat was meaningful. I almost didn't go to the event, but I wanted to show appreciation for all the good work. After the event, I reached out to Mike and said, "Thanks for throwing that event. I really needed it. I needed to catch up with people who understand what it's like to have a 9 to 5 like mine."

Since then, I've had many follow-up conversations with people I met at that happy hour. It reminded me that when it comes to self-sustainability, you need to remember your network. For example, I hadn't caught up with Megan in a couple of years, but that night, I realized I really need to reach out to my connections.

The conversations I had that night were incredibly motivating. I heard from new people and old acquaintances talking about their challenges, successes, and journeys. One person even shared how they were laid off but are now in a very senior sustainability role.

I was initially going to stay home, stressed out in the middle of a busy reporting season with so much on my plate. But attending the event was a powerful reminder that you've got to remember your sustainability network. People are eager to form connections, and these connections can be a huge motivator.

Mike: I'm really glad that happened. I didn't know you got a pep talk at the event. That's why I do these impact hours, though not as often as I'd like. I'm still trying to figure out how I can scale them because I don't do them to make money - I just do them because I enjoy it.

It's amazing how simple it is to get a group of people who work in the same industry together to connect and engage with each other. I think I do it partially because it makes me feel good. I'm a solopreneur, and I don't really have a team. Right now, I have someone working with me, but I'm mostly alone working on these problems.

It's nice to have other people who can commiserate. This is common among sustainability professionals, where teams are typically small within a company, and people can often feel isolated. They might wonder, "Am I the only one going through this?" But hearing someone else stress about the same things can be helpful. It can either go downhill or uphill - helping you realize you're not alone, which can make you feel better.

I'm glad you came to the event and had a good time. Funny enough, I had people email me saying, "Mike, can you do this again?" I'm trying to figure out how to do that, since I can't be in DC every month. I'm exploring ways to help people self-organize these events.

It's interesting to see these groups forming across the country. Green Biz has their executive network for senior professionals, and there are other paid networks emerging to solve this connection problem. I've thought about creating one myself, but I have too many things on my to-do list.

LinkedIn has become this fantastic platform where you can feel like you're at a conference all the time - for better or worse. Sometimes it gets a bit toxic, but it's often nice to see what colleagues are working on. I enjoy seeing your posts about reports you've finished.

The key is remembering we're not alone, especially since many of us work from home and can feel isolated. Sometimes when I'm just sitting in my office with my own thoughts, it can become a downward spiral. Getting out there, talking to people, or even speaking with a coach about problems can really help a lot.

Dunia: Absolutely. I'd be remiss not to mention networks for early-career professionals, which I know we both strongly support. I'm seeing more networks geared towards people from diverse backgrounds to increase representation - like Black Girl Environmentalists and Latinx in Sustainability.

One of the profound things about working in sustainability and building a network is that we're generally kind people who are mission-driven. When you have people who've chosen to work in this industry, that kindness extends beyond wanting to save and protect the environment and society. It goes towards building a network, being a resource, providing career advice, and offering mentorship.

I see that kindness throughout our industry because we've self-selected as people who want to help. We're helpers, and that's something I've always appreciated.

Mike: Absolutely. The act of helping early-career professionals actually helps me find personal stability. Whenever I'm feeling burnt out or cynical, meeting an early-career person who is still very energetic about sustainability - that energy translates to me, which is nice.

The act of mentoring provides many benefits for mentors. This work is hard, and sometimes we can lose the spark that initially got us into it. Seeing somebody else with that spark and helping them foster it, turning it into a flame, can help us reignite our own passion. It's a somewhat selfish act in the sense that it helps us feel better while we're also helping others.

I've been doing monthly calls to give career advice and have recently expanded to include experienced professionals as mentors. I'm still trying to figure out how to keep that going because I think it's incredibly important.

In fact, that leads to my last question: What career advice would you give to someone wanting to get into corporate sustainability, particularly in reporting or communication? What do you wish you could have told yourself when you were first starting out?

Dunia: The advice I would give to early-career professionals is to figure out your story. When working in sustainability, there are many routes and ways to apply your skills. You likely have multiple stories - so identify your different skill sets and passion areas, and strategize how to find a job that allows you to work passionately.

Let me use myself as an example. Early in my career, I was the stereotypical green vegan. I was deeply interested in food and sustainability, but also fascinated by behavior change and the built environment. I built skills understanding how to apply my knowledge across these diverse interests.

Interestingly, I haven't worked directly with food, despite it being a huge part of my early identity. However, I've since worked in the built environment and extensively on sustainability-related behavior change. This surprises me when I look back on my career.

Early in your career, you often feel pressured to pursue just one path. But my career evolution shows I was able to pursue multiple interests while staying within sustainability. I've been fortunate to broaden my horizons, develop diverse skills, and contribute to the field in multiple ways.

Mike: Awesome. We'll include a link to that in the show notes so people can check it out. Is it an in-person or virtual event?

Dunia: It's an in-person event in Seattle. The intent of the National Sustainability Society is to root sustainability as a science and an industry. The attendees will be a combination of academics and practitioners like myself, and we'll all be discussing how to further our industry.

Traditional industries have their own professional societies - like those for engineering and accounting. But sustainability is newer, so one of the goals of this society is to create that kind of professional network. I'm really excited to be part of the inaugural event.

Continuing the theme of self-sustainability, participating in the National Sustainability Society is an opportunity to build out my community and connect with the people who have supported me so much in this space. Many of them will be there, so I'm looking forward to it.

Mike: That's great. Well, I think that's all the time we have today. Thank you so much for your insights. I think it was helpful to level-set with everyone about how hard this work is, and to remind ourselves that while we're focused on saving the world, we also need to take care of ourselves to continue doing that work.

Dunia: Absolutely. Thanks for having me.

Mike: Of course.