The CFO HQ | ESG Risk Management Assessment

1
What to expectThis short assessment provides a directional view of ESG maturity and is not a certification. Developed by The CFO HQ, it reflects current ESG directives, market trends, and best practices across industries. All responses are confidential and used solely to generate your tailored results.
2
From early adoption to maturity, our simplified assessment The CFO HQ helps executives evaluate ESG integration across their business functions with clarity and precision.

Our ESG Maturity Assessment tool is designed to inform and simplify complexity, whether your organisation has already adopted ESG practices or is only beginning. It highlights readiness across front, middle, and back office functions, helping leaders identify where improvements can drive resilience, stakeholder trust, and long-term value creation.

This assessment provides a directional view of ESG maturity and is not a certification. Developed by The CFO HQ, it reflects current ESG directives, market trends, and best practices across industries. All responses are confidential and used solely to generate your tailored results.

Learn more about The CFO HQ’s research and insights into ESG adoption at www.thecfohq.com.
3
Full Name* This field is required.
First Name
Last Name
4
Your Company/ Organisation
5
Email* This field is required.
example@example.com
6
Phone Number* This field is required.
Area Code
Phone Number
7
Do your client contracts integrate ESG risk clauses?Think about how consistently ESG obligations appear in client contracts, and whether they’re enforced or simply referenced.
A) No ESG considerations
B) Minimal ESG clauses, rarely enforced
C) ESG clauses in some contracts
D) ESG clauses in most contracts
E) ESG clauses in all contracts, monitored regularly
8
How is ESG risk factored into pricing or market entry decisions?Consider whether ESG factors influence your commercial strategy, pricing models, or decisions to enter specific markets.
A) Not considered
B) Ad-hoc, no formal process
C) Considered for high-risk markets only
D) Formally assessed for all markets
E) Integrated into all pricing and entry strategies
9
Are sales and account teams trained on ESG-related risks?Reflect on your team’s awareness of ESG risks when engaging clients or managing accounts—how prepared are they to address these topics?
A) Not trained
B) One-off informal training
C) Periodic awareness sessions
D) Formal, regular ESG risk training
E) Embedded ESG risk capability in team roles
10
Is ESG risk included in your enterprise risk register?Think about whether ESG risks are formally documented, monitored, and discussed as part of enterprise-wide risk oversight.
A) No
B) Under development
C) Included but not quantified
D) Quantified and monitored quarterly
E) Fully integrated and reviewed monthly
11
Do you use scenario modelling for ESG risks?Consider if your organisation/ team anticipates ESG-related events, like climate impacts or regulatory changes, through structured scenario planning.
A) Never
B) Occasionally, not systematic
C) For high-risk areas only
D) Across key risk areas
E) Across all operations and markets
12
Are ESG risk metrics part of management reporting?Reflect on whether ESG performance is tracked and reported to leadership alongside financial and operational KPIs.
A) Never included
B) Occasionally reported
C) Reported quarterly
D) Reported monthly
E) Reported in real time with dashboards
13
Are ESG-related risks integrated into financial forecasts?Think about how ESG factors such as carbon pricing, supply chain risk, or resource efficiency—are reflected in your financial outlook.
A) No integration
B) Considered in exceptional cases
C) Considered annually in budgets
D) Integrated into quarterly forecasts
E) Fully embedded in rolling forecasts
14
Do supplier contracts include ESG risk requirements?Consider how your procurement process enforces ESG expectations across suppliers and whether compliance is actively monitored.
A) No ESG terms
B) Minimal ESG language
C) ESG requirements for some suppliers
D) ESG requirements for all tier 1 suppliers
E) ESG requirements for all suppliers, monitored regularly
15
Is ESG compliance built into HR policies and onboarding?Reflect on whether ESG values and responsibilities are introduced to employees through HR policies and reinforced over time.
A) Not included
B) Referenced but not enforced
C) Partially covered in onboarding
D) Covered in all onboarding and policies
E) Embedded with ongoing refresher programs
16
How often is ESG risk reviewed by senior leadership?Think about how frequently your leadership team discusses ESG risks, formally or informally, and how those insights shape decisions.
A) Never
B) Ad-hoc
C) Annually
D) Quarterly
E) Monthly or more frequently
17
Total
18
Leading

Congratulations! You have completed the “Does ESG Inform Your Risk Management?” assessment.
Your results indicate that your organisation is Leading in integrating ESG principles across the front, middle, and back office. ESG factors are clearly influencing strategic decisions, shaping market engagement, guiding risk oversight, and underpinning operational controls.
This level of maturity suggests that ESG is embedded into your enterprise risk framework, driving resilience, stakeholder trust, and long-term value creation. Your challenge now is to maintain momentum, continue innovating, and anticipate emerging ESG trends before they become industry norms. Scroll down for insights on sustaining leadership and identifying new frontiers in ESG performance.

If you’d like to explore advanced ESG strategies or external benchmarking, please complete our enquiry form to connect with The CFO HQ, ESG advisory team.
19
Requires Improvement

Congratulations! You have completed the “Does ESG Inform Your Risk Management?” assessment.
Your results indicate that your organisation is at a Requires Improvement stage of ESG integration. While there are signs of ESG influencing strategy and operations, gaps remain in alignment between front office market engagement, middle office risk oversight, and back office operational execution.
This suggests ESG is recognised but not consistently embedded across decision-making processes. Addressing these gaps will help strengthen resilience, reduce exposure to ESG-related risks, and improve stakeholder confidence. Scroll down to identify where focused action can elevate your ESG maturity and position your organisation for stronger, sustainable growth.

To discuss tailored approaches for strengthening ESG integration and leadership alignment, please complete our enquiry form to connect with The CFO HQ, ESG advisory team.
20
Lagging

Congratulations! You have completed the “Does ESG Inform Your Risk Management?” assessment.
Your results indicate that your organisation is Lagging in ESG integration across the front, middle, and back office. ESG considerations appear to be applied reactively, with limited influence on strategic decisions, risk oversight, or operational controls.
This stage often leaves organisations vulnerable to regulatory, reputational, and market risks. Advancing from this point requires building a cohesive ESG strategy that links enterprise risk management with long-term sustainability objectives. Scroll down for tailored recommendations on where to begin and how to embed ESG as a core driver of value creation.

If you need guidance in building an ESG roadmap or a governance framework, please complete our enquiry form to connect with The CFO HQ, ESG advisory team.
Should be Empty: