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Integrating Nature: Assessing Interconnected Risks in the Food Retail Ecosystem (2024), written in collaboration with KPMG, highlights clusters of interconnected risks affecting the food retail sector, emphasizing the systemic nature of environmental dependencies. It finds that unsustainable business models are a key driver of ecosystem degradation, amplifying supply chain vulnerabilities and long-term financial risks. Through a dynamic risk assessment involving 34 experts from 14 companies and NGOs, the report identifies critical leverage points for intervention, advocating for nature-positive strategies that enhance business resilience while mitigating ecological impact.

Integrating Workforce Nutrition into ESG Reporting (2023), written in collaboration with GAIN and Leidar, emphasises the role of workforce nutrition in advancing Environmental, Social, and Governance (ESG) goals. It outlines a three-step process — materiality assessment, risk management, and governance — for integrating nutrition into sustainability reporting. The report highlights the interconnected risks of poor nutrition on employee health and business performance, advocating for targeted interventions to enhance workforce well-being and productivity. Using frameworks like GRI, ISSB, and TCFD, it demonstrates how organizations can embed workforce nutrition into ESG strategies to drive both social and economic value creation.

Integrated Performance Management Framework (2023) introduces a comprehensive approach to corporate performance management, developed collaboratively by the World Business Council for Sustainable Development (WBCSD) and AICPA & CIMA. This framework emphasises aligning performance management systems with an organization’s purpose and values, integrating multiple capitals—such as natural, social, and intellectual—and focusing on long-term value creation. It addresses the common challenge where 70-80% of organizations struggle to execute their strategies effectively, often due to a disconnect between strategy, performance, incentives, and people. By placing the workforce at the center of business success, the framework aims to foster a culture where strategy, performance, and incentives are actively and purposefully integrated, thereby enhancing both employee engagement and organizational resilience.

Embedding ESG and Sustainability Considerations into the Three Lines Model (2022), developed by the World Business Council for Sustainable Development (WBCSD) in collaboration with The Institute of Internal Auditors (IIA), provides guidance on integrating Environmental, Social, and Governance (ESG) factors into organiaational structures and processes. It emphasises embedding material sustainability issues into business decision-making and establishing governance mechanisms for effective risk management and control. The document offers insights for corporate boards, C-suite executives, and senior management on the roles of the Three Lines—governing body, management, and internal audit—in overseeing ESG-related risk management and internal audit processes.

Contested Values and Competing Professional Claims in the Construction of Mandatory Corporate Sustainability Reporting (2018): Within a decade (2008-2018) corporate social and environmental disclosure in Europe has moved from being a voluntary practice embraced by a few large companies to become a legal requirement applied by over six thousand firms. Drawing on a mixed network analysis approach and analysing data derived from interviews and documents, our study follows this socio-political transformation. It shows how different social constituencies deploy alternative – often competing – logics, values, jargon and tools to evaluate corporate social impact and performance. In particular, it explores the key role of some regulatory intermediaries (Abbott et al. 2017) in proposing alternative frameworks and contesting or legitimizing the emerging standardization of corporate social accountability.