Why ESG and renewable energy have become part of every conversation
In recent years, ESG has stopped being just a financial-market buzzword and has become common language in boardrooms, leadership meetings and even hallway conversations. Companies of all sizes have begun talking about carbon targets, renewable energy and sustainability, driven by investors, customers and regulators who are increasingly attentive. At the same time, clean energy, especially solar and wind, has gained status as a symbol of this transformation, associated with the future, innovation and environmental responsibility.
The problem is that once we step outside presentation slides and look at reality, the scenario is far less impressive. Research shows that most Brazilians say they value renewable energy, but a much smaller portion has actually adopted solutions such as solar panels, clean-energy contracts or structured energy-efficiency programs. This is precisely the “gap” between discourse and practice that this article explores, and it is exactly where your company has its greatest opportunity to stand out.
The gap between the ESG companies claim and the ESG they actually practice
What the research reveals about perception and adoption Several recent surveys show the same recurring pattern: roughly three out of four people say they value the use of renewable energy, but only about one quarter, or fewer, actually use or invest in clean sources in their daily lives. There is a form of “aspirational ESG,” strong in discourse, and an “operational ESG,” much more timid when it comes to real decisions about consumption, investment and infrastructure.
This mismatch appears not only in households and small businesses but also in large corporations. It is common to find organizations that showcase climate targets in reports but still buy energy without considering its origin, missing opportunities to reduce costs and emissions. For those working in management, marketing or governance, these numbers trigger a warning: what’s missing is not narrative, but execution.
Why so many people support clean energy but adopt so little
When it comes to renewable energy, favorable opinions often run into very concrete barriers. Among the most cited in studies and news reports are the perception of high upfront costs, lack of reliable information, difficulty accessing credit and lack of awareness about more flexible contracting models. In many cases, the return on investment is actually solid, but fear of choosing the wrong supplier or concern about “messing with the power bill” blocks the decision.
In corporate environments, there is an additional factor: budget competition. Clean-energy projects compete with urgent demands such as IT upgrades, commercial expansion and training. Without a well-built business case that demonstrates savings, reduced risk and increased reputation, energy initiatives tend to lose space, even in companies that talk extensively about ESG.
How companies can move from discourse to real action
First step: measure consumption and emissions accurately No serious ESG strategy in energy begins without data. The starting point is mapping how much energy the company consumes, where that energy comes from and the carbon footprint associated with its use. At the most basic level, this involves:
- Organizing energy bills by site, cost center or operation;
- Understanding the mix of sources (when possible) and tariffs applied;
- Calculating emissions associated with consumption (Scope 2) and, in some cases, fuel use (Scope 1).
This mapping provides a solid foundation for evidence-based decisions and for connecting discourse to tangible metrics.
Second step: build a feasible renewable-energy plan
With the diagnosis in hand, the next step is turning intention into concrete actions. Instead of announcing a generic goal like “being more sustainable,” the best approach is to define clear milestones, such as “reach X% of renewable energy contracted within 3 years,” “reduce consumption by Y% by 2028,” or “migrate key units to clean-energy contracts.”
- At this stage, the main practical options come into play:
- Distributed solar generation (on-site or via remote plants);
- Long-term renewable-energy contracts (PPAs);
- Energy-efficiency programs in lighting, HVAC, motors and processes;
- Use of biogas/biomethane in operations that still rely on fossil fuels.
These initiatives can be rolled out gradually, allowing companies to test, adjust and scale investments as results become clear.
Renewable energy as a driver of competitiveness, not just reputation
Cost reduction and predictability instead of just “green marketing” A common mistake is seeing renewable energy only as a reputational tool, rather than linking it to concrete competitive advantages. In the medium term, companies that invest in clean sources can stabilize energy costs, reduce exposure to tariff volatility and improve margins, especially in energy-intensive sectors such as industry, large-scale retail, data centers and agribusiness.
In addition, investors and large customers demand concrete proof of decarbonization, not just promises. Companies that demonstrate effective adoption of clean energy and real emissions reduction gain competitive advantages in supplier selection and access to capital.
Avoiding greenwashing: transparency above all
As ESG becomes more popular, the risk of greenwashing increases: promising more than is delivered or overstating isolated actions. In the energy context, this may mean big announcements while the company still maintains outdated practices with no clear targets.
The solution lies in being transparent about the starting point, goals and actual progress; publishing consumption, emission and energy-source data; and communicating genuine advances without exaggeration.
The role of government and incentive policies
Why the right policies unlock clean-energy adoption Well-designed public policies are essential for accelerating renewable-energy adoption. Tax incentives, dedicated credit lines, stable regulatory frameworks and efficiency programs for public buildings create favorable conditions for larger investments.
Programs for biogas and biomethane, renewable-fuel targets and transmission-grid planning provide the regulatory certainty needed for spending and growth decisions.
How companies and managers can benefit from existing programs
Many organizations are unaware of or underuse specific financing options, such as credits for solar energy, biogas programs, innovation funds and retrofit projects for public and private buildings.
Exploring and staying alert to public calls and green-credit lines can accelerate projects and reduce financial risk.
ESG in daily operations: from big plans to small decisions
What companies of different sizes can do right now Turning discourse into practice does not require massive initial projects. Some simple steps already make a difference:
- Mapping and prioritizing high-consumption sites or processes;
- Implementing pilot projects in solar and efficiency at strategic locations;
- Including energy-source and carbon-footprint criteria in contracts;
- Training teams to use consumption data as a performance KPI.
How to involve employees and consumers in the transition Although investment decisions are strategic, ESG culture is built through day-to-day engagement. Internal campaigns, department-level targets, bonuses linked to energy savings and participatory initiatives play a crucial role.
Externally, consumers value transparent brands that detail their real actions, offering educational content and open communication.
From aspirational ESG to measurable ESG
The real difference between those who only talk about ESG and those who actually implement it lies in the ability to turn values into processes, goals and consistent actions. With so many tools, business models and sources of information available, the challenge is to act consistently, measuring, planning and communicating with transparency.
The moment calls for turning intent into concrete results by committing genuinely to renewable energy and sustainability.
