Analysis of the Integration of Corporate Social Responsibility and Environmental, Social, and Governance (ESG)

Authors

  • Jusmarni Universitas Persada Bunda Indonesia, Indonesia
  • Khoirun Nisa Hsb Universitas Teuku Umar, Indonesia
  • Rahma Diana Universitas Gajah Putih, Indonesia
  • Tanti Widia Nurdiani Universitas Islam Raden Rahmat, Indonesia
  • Ngurah Pandji Mertua Agung Durya Universitas Dian Nuswantoro, Indonesia

DOI:

https://doi.org/10.52121/ijessm.v5i3.958

Keywords:

Integration, Corporate Social Responsibility, Environmental, Social, Governance

Abstract

The purpose of this study is to analyze the integration of corporate social responsibility and environmental, social, and governance (ESG). This study employed a qualitative research method with a descriptive approach. The data sources in this study are secondary data sources. Secondary data sources were obtained from books, journals, and related sources. The research results show that the integration of corporate social responsibility and environmental, social, and governance (ESG) is an evolution in which the more qualitative, often voluntary, corporate social responsibility is transformed into a measurable, strategic, and fundamental environmental, social, and governance (ESG) framework for building sustainable businesses and attracting investors. This integration involves integrating environmental, social, and governance (ESG) metrics directly into core strategies, rather than simply as add-on programs. The goal of integrating corporate social responsibility and environmental, social, and governance (ESG) is to attract investors and funding, enhance the company's reputation and image, improve risk management, achieve operational efficiency and cost savings, and achieve long-term sustainability.

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Published

2025-12-28

How to Cite

Jusmarni, J., Hsb, K. N., Diana, R., Nurdiani, T. W., & Durya, N. P. M. A. (2025). Analysis of the Integration of Corporate Social Responsibility and Environmental, Social, and Governance (ESG). International Journal Of Education, Social Studies, And Management (IJESSM), 5(3), 1682–1689. https://doi.org/10.52121/ijessm.v5i3.958