ESG management and environmental and social risk
Applied ESG: obligations from permits, contracts and financing turned into routines, owners, indicators and evidence.
- Where obligations come from
- Permit · contract · financing · internal policy
- What comes out
- Commitments matrix · indicators · reporting to management
- Leadership
- Senior, direct and from inside the operation
The problem
A commitment made on paper needs an owner in operations.
Permits, concession contracts, financing agreements and corporate policies pile up environmental and social obligations. Without structure, each one lives in a different spreadsheet, a different department and a different deadline. The gap only shows at the audit, in the agency notice or in a conflict with neighbors.
We treat ESG as the management of risk, obligation and asset value, not as a report. The work is to give each commitment an owner, a routine, an indicator and a piece of evidence, and to bring it to management in a form that fits a decision.
Who it is for
- Concession holders and projects under construction
- Companies whose financing or contract depends on environmental and social requirements
- Operations with significant social and environmental permit conditions
- Boards that need to see environmental and social risk in one place
From commitments to performance
Governance that becomes routine.
The same obligation, followed from the risk that originated it to the management review. The model shows the structure; the values belong to each project.
| Risk | Commitment | Owner | Indicator | Evidence | Management review |
|---|---|---|---|---|---|
| Clearing beyond what was authorized | Limit of the clearing authorization | Construction | Area cleared and area authorized, per month | Field report with dated imagery | Monthly meeting |
| Complaint left unanswered | Community relations channel | Institutional relations | Response time to community inputs | Service record | Monthly meeting |
| License condition overdue | License conditions | Environment | Obligations on time and overdue | Filing receipt from the environmental agency | Report to senior management |
What the review decides comes back as a revised commitment.
Conceptual modelConceptual model, with sample entries. There is no client indicator, target or result in this figure.
Evidence
Experience from working on the subject inside the project.
There is no publishable artifact from this practice: what was produced belongs to the projects and is confidential. What can be shown is the nature of the work and the working model.
- Technical product
- ESG and environmental management of a high-complexity infrastructure project
- Nature
- Ongoing executive role
- Application
- Permit conditions, commitments and environmental and social risk; environmental programs; engagement with public agencies and communities
- Method and data
- Coordination of consultancies and specialists; obligations built into the integrated management system
- Origin
- Executive experience of Henrique Mariz
- Anonymization
- The project, the client, the documents and the results are not disclosed
With an ART on record
- Community communication plan for housing developments
- Environmental management system and solid waste management plan
- Management of an environmental control plan, with annual reporting
- Monitoring of conditions on water-use grants and forestry operations
From commitment to evidence
The management model we apply, in six steps. It is a working structure, not client data.
01
Commitment
What was agreed, where it is written and who enforces it.
02
Owner
One department and one person per obligation.
03
Routine
What is done, how often and by whom.
04
Indicator
How compliance is measured.
05
Evidence
The record that proves it, kept where it can be found.
06
Reporting
What goes to management, the lender and the agency.
Scope and deliverables
From assessment to operating routine.
Initial setup, ongoing support or a single stage.
ESG gap assessment
Existing obligations, current structure and gaps, read from the documents and from operations.
Deliverable
Assessment report, with priorities.
Environmental and social risks and commitments
An inventory of what was agreed in permits, contracts and policies, with the exposure attached to each item.
Deliverable
Commitments matrix and environmental and social risk matrix.
Governance and indicators
Roles, decision forums, follow-up routines and indicators that management can read.
Deliverable
Governance design and indicator dashboard.
Stakeholder engagement
Who is affected, who decides and who oversees: public agencies, communities, neighbors, lenders.
Deliverable
Stakeholder map and engagement plan, with a record of each interaction.
Plans, programs and follow-up
Design of environmental and social programs, procurement of specialists and oversight of delivery.
Deliverable
Terms of reference, schedule and follow-up reports.
Integration into operations
Obligations enter construction and operating routines and, where there is one, the management system.
Deliverable
Procedures, owners and an obligations calendar.
How the work is organized
How ESG management is put in place.
01
Understand
Documents, operations and people: what was agreed and how it is being handled today.
02
Structure
Commitments matrix, owners, indicators and decision forums.
03
Deliver
Routines put in place; those who run the programs hired and coordinated.
04
Manage
Follow-up, reporting to management and adjustment when an obligation or a risk changes.
Proven experience
ESG seen from inside the project.
- Executive experience
Managing permit conditions, commitments and environmental and social risk on complex projects.
- Executive experience
Coordinating consultancies and specialists and leading engagement with public agencies and communities.
- ART · engineer of record
Community communication, environmental management system, PCA management and monitoring of permit conditions with an ART on record.
Experience from 2009 to 2023 belongs to the responsible engineer and is recorded in ARTs (technical responsibility records) filed with CREA-MG; the 2026 work was contracted by H·MARIZ. Clients are not named. The list of ARTs is available on request.
Next
Related portfolio and capabilities.
Related portfolio
A cross-cutting capability: it applies to both sectors and has no presentation of its own.
Contact
Do your project's commitments have an owner, a deadline and evidence?
Start with the assessment: what was agreed, what is covered and what is exposed.
Henrique Marizhenrique@hmariz.comWhatsApp (31) 99791-8003Belo Horizonte, Minas Gerais