{"id":14904,"date":"2026-02-16T12:04:58","date_gmt":"2026-02-16T09:04:58","guid":{"rendered":"https:\/\/cse-net.org\/?p=14904"},"modified":"2026-02-16T12:04:58","modified_gmt":"2026-02-16T09:04:58","slug":"esg-capability-in-canada-practical-approach","status":"publish","type":"post","link":"https:\/\/cse-net.org\/fr\/esg-capability-in-canada-practical-approach\/","title":{"rendered":"Renforcer les capacit\u00e9s en mati\u00e8re d'ESG au Canada : Une approche pratique"},"content":{"rendered":"

Ce que signifie r\u00e9ellement la \u201ccapacit\u00e9 ESG<\/h2>\n

Lorsque l'on parle d'ESG, on pense souvent au reporting. Cependant, il n'en est rien, Capacit\u00e9 du GSE au Canada<\/strong> devrait signifier quelque chose de plus grand. Au niveau de l'organisation, la capacit\u00e9 ESG est l'aptitude reproductible \u00e0 d\u00e9finir des priorit\u00e9s ESG, \u00e0 les traduire en d\u00e9cisions et \u00e0 produire des r\u00e9sultats mesurables tout en r\u00e9pondant aux attentes des parties prenantes et de la r\u00e9glementation.<\/p>\n

Dans la pratique, cette capacit\u00e9 comprend quatre \u00e9l\u00e9ments.<\/p>\n

Premi\u00e8rement, une gouvernance claire. Le conseil d'administration et les dirigeants d\u00e9finissent la surveillance, la responsabilit\u00e9 et les droits de d\u00e9cision.
Deuxi\u00e8mement, des donn\u00e9es fiables. Les \u00e9quipes peuvent collecter, valider et expliquer les indicateurs ESG en toute confiance.
Troisi\u00e8mement, des processus int\u00e9gr\u00e9s. L'ESG appara\u00eet dans la budg\u00e9tisation, l'approvisionnement, le risque et la conception des produits.
Quatri\u00e8mement, une divulgation et une communication cr\u00e9dibles. L'organisation peut justifier ses affirmations et \u00e9viter le risque d'\u00e9coblanchiment, qui est devenu un probl\u00e8me de conformit\u00e9 plus aigu au Canada.<\/p>\n

Le contexte canadien que les dirigeants doivent pr\u00e9voir<\/h2>\n

Le paysage canadien de l'ESG \u00e9volue, m\u00eame s'il semble in\u00e9gal de l'ext\u00e9rieur.<\/p>\n

Pour les normes d'information sur le d\u00e9veloppement durable, le Office canadien des normes de durabilit\u00e9<\/a> lib\u00e9r\u00e9 CSDS 1 et CSDS 2<\/strong> en d\u00e9cembre 2024, align\u00e9es sur les normes IFRS S1 et S2 de r\u00e9f\u00e9rence de l'ISSB, avec des modifications canadiennes et des mesures d'all\u00e8gement transitoires.<\/p>\n

En ce qui concerne le risque climatique dans les services financiers, la ligne directrice B-15 du BSIF d\u00e9finit les attentes en mati\u00e8re de gestion du risque climatique pour les institutions financi\u00e8res sous r\u00e9glementation f\u00e9d\u00e9rale. Les mises \u00e0 jour effectu\u00e9es en 2025 ont permis d'aligner davantage les orientations sur les normes canadiennes en mati\u00e8re de d\u00e9veloppement durable.<\/p>\n

Dans le m\u00eame temps, les autorit\u00e9s de r\u00e9gulation des march\u00e9s financiers ont fait preuve de prudence. En avril 2025, les ACVM ont annonc\u00e9 qu'elles suspendaient leurs travaux sur une nouvelle r\u00e8gle d'information obligatoire sur le climat, invoquant la n\u00e9cessit\u00e9 de soutenir les \u00e9metteurs dans le contexte de l'\u00e9volution de la situation mondiale.<\/p>\n

Il y a ensuite le risque li\u00e9 au marketing. Les modifications apport\u00e9es \u00e0 la loi sur la concurrence ont ajout\u00e9 de nouvelles dispositions relatives \u00e0 l'\u00e9coblanchiment qui exigent une justification appropri\u00e9e des all\u00e9gations environnementales, et le Bureau de la concurrence a publi\u00e9 des lignes directrices en juin 2025 pour faciliter le respect de ces dispositions.<\/p>\n

Pris ensemble, Capacit\u00e9 du GSE au Canada<\/strong> a d\u00e9sormais besoin \u00e0 la fois de pr\u00e9paration et d'agilit\u00e9. Vous avez besoin de syst\u00e8mes suffisamment solides pour signaler et g\u00e9rer les risques, et vous avez \u00e9galement besoin de jugement pour naviguer dans l'incertitude.<\/p>\n

Les comp\u00e9tences requises selon les fonctions et les niveaux d'anciennet\u00e9<\/h2>\n

La capacit\u00e9 du GSE n'est pas l'apanage d'un seul d\u00e9partement. Elle s'\u00e9tend \u00e0 l'ensemble de l'organisation.<\/p>\n

Conseil d'administration et C-suite<\/strong>
Ils ont besoin de connaissances en mati\u00e8re d'ESG, d'un jugement sur la mat\u00e9rialit\u00e9 et d'une surveillance des risques. Elles doivent \u00e9galement relier les compromis ESG \u00e0 la strat\u00e9gie, \u00e0 l'allocation de capital et aux incitations.<\/p>\n

\u00c9quipes charg\u00e9es des finances et des risques<\/strong>
Elles ont besoin de contr\u00f4les plus stricts sur les donn\u00e9es ESG, de sc\u00e9narios et de la capacit\u00e9 d'expliquer comment les facteurs de durabilit\u00e9 affectent les r\u00e9sultats de l'entreprise. le risque financier<\/a> et la performance. Cela est d'autant plus important que les secteurs r\u00e9glement\u00e9s ont des attentes en mati\u00e8re de risques climatiques.<\/p>\n

Op\u00e9rations et cha\u00eene d'approvisionnement<\/strong>
Elles ont besoin d'un savoir-faire pratique en mati\u00e8re de d\u00e9carbonisation, de comp\u00e9tences en mati\u00e8re d'efficacit\u00e9 \u00e9nerg\u00e9tique et de ressources, et de m\u00e9thodes d'engagement des fournisseurs. Elles ont \u00e9galement besoin de routines d'am\u00e9lioration, afin que les actions ESG ne deviennent pas des projets ponctuels.<\/p>\n

\u00c9quipes de RH et d'apprentissage<\/strong>
Ils ont besoin d'une gestion du changement, d'une cartographie des capacit\u00e9s et de moyens pour int\u00e9grer les comportements ESG dans les r\u00f4les, la formation et les \u00e9valuations des performances. La volont\u00e9 plus g\u00e9n\u00e9rale du Canada de cr\u00e9er des emplois durables renforce \u00e9galement l'agenda des comp\u00e9tences.<\/p>\n

Juridique, conformit\u00e9 et communications<\/strong>
Ils ont besoin d'une discipline en mati\u00e8re de justification des all\u00e9gations et de proc\u00e9dures d'examen plus rigoureuses en ce qui concerne d\u00e9clarations de durabilit\u00e9<\/a>, d'autant plus que le risque d'\u00e9coblanchiment est de plus en plus \u00e9lev\u00e9.<\/p>\n

Dans tous ces r\u00f4les, le d\u00e9nominateur commun est l'ex\u00e9cution. De nombreuses organisations peuvent r\u00e9diger une politique. Moins nombreuses sont celles qui peuvent faire fonctionner la GSE comme un syst\u00e8me commercial g\u00e9r\u00e9.<\/p>\n

Pourquoi l'\u00e9ducation structur\u00e9e acc\u00e9l\u00e8re le renforcement des capacit\u00e9s<\/h2>\n

L'embauche d'un sp\u00e9cialiste du GSE ne cr\u00e9era pas Capacit\u00e9 du GSE au Canada<\/strong>. C'est toujours possible, mais il faut aussi une formation structur\u00e9e qui touche plusieurs fonctions et niveaux d'anciennet\u00e9.<\/p>\n

Les programmes structur\u00e9s sont utiles parce qu'ils cr\u00e9ent un langage commun. Ils r\u00e9duisent \u00e9galement la courbe d'apprentissage en combinant les normes, les cas et les outils dans une s\u00e9quence coh\u00e9rente. Cela est important au Canada, o\u00f9 les entreprises sont confront\u00e9es \u00e0 la fois \u00e0 des normes \u00e9mergentes et \u00e0 des signaux changeants en mati\u00e8re d'\u00e9laboration de r\u00e8gles.<\/p>\n

L'\u00e9ducation soutient \u00e9galement le d\u00e9veloppement de la main-d'\u0153uvre. La recherche canadienne sur les comp\u00e9tences vertes met en \u00e9vidence les tendances de la demande et les lacunes en mati\u00e8re de formation, ce qui sugg\u00e8re que de nombreux employeurs ont besoin de voies d'acc\u00e8s plus rapides pour d\u00e9velopper leurs comp\u00e9tences.<\/p>\n

Des avantages mesurables que vous pouvez suivre<\/h2>\n

L'analyse de rentabilit\u00e9 devient plus claire lorsque l'on mesure les r\u00e9sultats.<\/p>\n

Une exposition au risque plus faible<\/strong>
Une meilleure identification des risques climatiques et ESG am\u00e9liore la qualit\u00e9 des d\u00e9cisions. Dans les secteurs r\u00e9glement\u00e9s, l'alignement sur les orientations peut \u00e9galement r\u00e9duire les frictions li\u00e9es \u00e0 la surveillance.<\/p>\n

Une pr\u00e9paration et une cr\u00e9dibilit\u00e9 accrues en mati\u00e8re d'\u00e9tablissement de rapports<\/strong>
Comme les normes CSDS fa\u00e7onnent les attentes, des syst\u00e8mes plus solides r\u00e9duisent le travail et am\u00e9liorent la confiance dans les informations communiqu\u00e9es.<\/p>\n

R\u00e9duction de l'\u00e9coblanchiment et du risque de r\u00e9putation<\/strong>
Des processus de justification clairs prot\u00e8gent les \u00e9quipes de marketing et les cadres. Cela est d'autant plus important depuis les modifications apport\u00e9es \u00e0 la loi sur la concurrence et les orientations du Bureau de la concurrence.<\/p>\n

\u00c9conomies op\u00e9rationnelles et r\u00e9silience<\/strong>
Lorsque les plans ESG se concentrent sur l'\u00e9nergie, les mat\u00e9riaux et l'am\u00e9lioration des processus, vous pouvez lier les actions \u00e0 la r\u00e9duction des co\u00fbts, de la continuit\u00e9 et des risques.<\/p>\n

Vous pouvez suivre ces avantages \u00e0 l'aide d'indicateurs cl\u00e9s de performance tels que les r\u00e9sultats des audits sur les donn\u00e9es ESG, la couverture des fournisseurs, l'intensit\u00e9 \u00e9nerg\u00e9tique, les incidents et la dur\u00e9e du cycle d'examen des r\u00e9clamations.<\/p>\n

Comment le programme 2026 du CST transforme l'apprentissage en action<\/h2>\n

Si votre objectif est Capacit\u00e9 du GSE au Canada<\/strong>, En revanche, la plus grande lacune est souvent la m\u00eame : les organisations apprennent des concepts, mais ne repartent pas avec un plan d'action.<\/p>\n

CANADA - Programme des praticiens certifi\u00e9s en d\u00e9veloppement durable (ESG), \u00e9dition avanc\u00e9e 2026<\/a> est con\u00e7u pour combler cette lacune. L'un des principaux r\u00e9sultats est le suivant l'\u00e9laboration d'un plan d'action pratique de deux ans en faveur du d\u00e9veloppement durable<\/strong>, Les dirigeants repartent donc avec une feuille de route personnalis\u00e9e qu'ils peuvent appliquer imm\u00e9diatement. Le programme positionne \u00e9galement la strat\u00e9gie et les rapports ESG dans le contexte des cadres l\u00e9gislatifs canadiens et mondiaux, ce qui aide les \u00e9quipes \u00e0 relier l'ex\u00e9cution quotidienne \u00e0 l'\u00e9volution des attentes.<\/p>\n

Cette approche fond\u00e9e sur un plan de deux ans est importante, car les capacit\u00e9s se construisent par cycles. Vous d\u00e9finissez les priorit\u00e9s, d\u00e9signez les responsables, mettez en \u0153uvre, mesurez et am\u00e9liorez. Puis on recommence. Au fil du temps, Capacit\u00e9 du GSE au Canada<\/strong> fait partie int\u00e9grante du fonctionnement de l'entreprise.<\/p>\n

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What \u201cESG capability\u201d really means When people talk about ESG, they often mean reporting. However, ESG capability in Canada should mean something bigger. At the organizational level, ESG capability is the repeatable ability to set ESG priorities, translate them into decisions, and deliver measurable outcomes while meeting stakeholder and regulatory expectations. In practice, that capability […]<\/p>\n","protected":false},"author":3,"featured_media":14911,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[28,34,35,1283,1414,1587,2006],"tags":[378,845,1268,1434,1874,2197,2320,2329,2420],"class_list":["post-14904","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news","category-sustainability","category-sustainability-training","category-sustainability-reporting-services","category-esg-reporting","category-canada","category-responsible-corporate-communication","tag-corporate-sustainability-esg","tag-esg-training","tag-sustainability-leadership","tag-esg-canada","tag-canadian-esg-regulations","tag-esg-skills","tag-esg-training-canada","tag-canada-certified-sustainability-esg-practitioner-program","tag-esg-risk-management"],"acf":[],"yoast_head":"\nBuilding ESG Capability in Canada: A 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