WEFTEC Learning Exchange Key Takeaways: Environmental, Social and Governance

The WEF ESG Task Force brings together professionals from across the water sector who are passionate about making Environmental, Social, and Governance (ESG) principles more than just buzzwords. Through webinars, workshops, and peer-to-peer learning, the Task Force is building a community focused on sharing practical strategies and real-world examples that help organizations turn ESG goals into action.

This community of leading voices is committed to advancing ESG best practices across the water sector, and holds monthly conversations on rotating topics Including:
− Green Infrastructure
− Risk Management
− Reporting Landscape
− Organizational Change
− Embedding Sustainability in Capital Projects
− Envision Framework
− Decarbonization

Reach out to join us! [email protected] and [email protected]
The takeaways in this document reflect the insights and experiences shared during our recent 
October workshop. They’re designed to help utilities and partners navigate challenges, spark ideas, and move forward with confidence as they embed ESG into everyday decision-making—from planning and reporting to community engagement and capital projects.

Key Elements and Takeaways
− Link sustainability to business strategy and core operating metrics, not as a standalone “extra”.
− Proactively share stories and data—internally and externally—to maintain momentum, accountability, and stakeholder trust.
− Build broad coalitions: include implementers, not just planners; engage across functions and 
geography; and tap local expertise and networks.
− Use flexible, inclusive language and processes that reflect your organization and as well as and processes to keep advancing goals even as terminology or funding criteria change.
− Start with areas of “easy buy-in” to demonstrate quick wins (e.g., durability, cost savings, resilience) as stepping stones to broader change.
− Focus on data and measurable outcomes to guide accountability, learning, and replication.
Thank you to our October task force workshop leaders!

WEF ESG Task Force - October 2025 Key Takeaways 2
Organizational Buy-In
− Success in organizational change relies on engaging a diverse mix of planners and doers, ensuring those executing plans are part of the upstream conversation.
− Top priorities include adapting organizational culture - effectively doing this can include through a range of options including: volunteer networks, green teams, cross-group committees, and recognition programs to incentivize participation.
− Recruitment and retention of top talent remain primary challenges. Companies are shifting to prioritize employee engagement and work culture as a differentiator.
− Board and senior leadership increasingly focus on the cost of capital and risk reduction. ESG initiatives are valued as mechanisms to lower bond ratings and de-risk financial operations.
− Storytelling and internal communication about impact are critical for organizational buy-in, often more so than metrics alone. Tying ESG or sustainability efforts directly to business strategy is essential, otherwise these efforts risk being deprioritized.

Discussion led by: 
Steven Klekas
Vice President, Sustainability, Swire Water
Austin Alexander
Vice President, AI Solutions & Impact, Xylem

Decarbonization
− Projects cannot be framed solely as decarbonization efforts; there must be a compelling business case, such as operational cost savings, continuity, or organizational resilience.
− Activity is largely driven by local or state-level mandates, with areas like California or Toronto cited as hubs for progress and innovation.
− The majority of GHG emissions are tied to operational emissions; however key to account for GHG from capital investments (e.g., concrete, steel), chalelnge for boundary definition and accounting 
− Teams often face “paralysis by analysis” due to the complexity and sheer scale of decarbonization requirements, especially when mandates are handed down without implementation clarity.
− There is an urgent need for consistency in funding mechanisms and emissions accounting 
methodologies to support credible and scalable decarbonization strategies

Discussion led by: 
Kjrsten Bobb
Client Services Manager, Stanley Consultants
Mandy Sheposh
Director of Development, Water, Wastewater and Bioenergy, Johnson Controls

WEF ESG Task Force - October 2025 Key Takeaways 3
Environmental Justice
− Priority is on equity, community voice, accessibility, and affordability in service and project delivery.
− Regulatory shifts, rising costs, and shifting political winds present significant barriers, yet agencies are encouraged to remain adaptable and focused on their core mission / drivers by rebranding or reframing work to align with available funding and prevailing policy focus (such as “resilience” or “economic development”).
− Building trust with marginalized communities requires early, sustained engagement and following through on community feedback with measurable outcomes.
− Utilizing metrics not only to track progress but also to communicate and celebrate success is 
essential—helping other utilities replicate and justify EJ initiatives.
− Flexibility in terminology and program design enables continued progress even as government and industry language changes.
Reporting and Disclosure
− The target audience for ESG/sustainability reporting is diverse: financial community, bond rating agencies, boards, ratepayers, and community members.
− The trend is toward proactive narrative creation—reporting both successes and challenges 
transparently to “own the story” rather than react to outside narratives.
− Consistent, annual performance data collection and disclosure has cultural as well as operational impact. It reinforces accountability within teams and supports improved funding access.
− Metrics and outcome measurement keep staff and leadership focused and facilitate organizational change, while external disclosure fosters confidence among investors and the public.
− Broadening the reporting scope to include innovation programs, green technology pilots, local hiring, and apprenticeship initiatives demonstrates impact beyond traditional financial outcomes.

Discussion led by: 
Will Peterson
West Water Director of Strategy and Growth, AECOM
Discussion led by: 
Matt Ries
Vice President, Strategy and Performance, DC Water

WEF ESG Task Force - October 2025 Key Takeaways 4
Embedding ESG in Major Capital Projects
− There remains a gap between high-level action plans and actual integration of ESG commitments into project-level capital investments—the “ambition gap”.
− Embedding sustainability and ESG criteria in procurement, contract selection, and design guidance is emerging as best practice: updating language, creating scoring criteria, and connecting with community 
benefit programs.
− Many organizations report that sustainability is not always the primary project driver, but 
“secondary” benefits like long-life fixtures, energy savings, or awards tied to local labor standards are gaining traction.
− Effective approaches include cross-departmental coordination, leveraging internal champions, and starting with low-capital secondary wins to build momentum for larger investments.
− Emphasis on resilience and adaptation benefits has helped garner support from departments focused primarily on reliability and cost efficiency, even if their primary motivation isn’t decarbonization or equity per se.

Discussion led by: 
Zonetta English
Strategic Initiatives & Project Delivery Director, Louisville MSD

Thank you again to our discussion leaders and all the WEF ESG Task Force Members for your participation and support of this event. To learn more about how the Task Force is building a community focused on sharing practical strategies and real-world examples that help organizations turn ESG goals into action - or to join future webinars, workshops, and peer-to-peer learning - reach out to [email protected] and [email protected]