Sustainability and Impact

ESG 360° Transformation

One integrated engagement that takes a public enterprise from where it stands to a board-assured, regulator-ready ESG posture — assessment through decarbonisation, data systems through assurance.

Turn ESG reporting into board-assured, regulator-ready governance.

BRSR & BRSR Core
DPE & MoU Governance
GRI Standards
IFRS S1 / S2

Reporting has quietly become assurance.

For public enterprises, ESG has moved from a voluntary narrative to a line that is independently tested. Boards are asked a sharper question each year — not what was disclosed, but whether the underlying numbers would survive a third party.

The Assurance Glide Path

From FY 2026-27, reasonable assessment or assurance of BRSR Core KPIs extends to the top 1,000 listed entities — up from the top 500 in FY 2025-26.
A Distinct Institutional Load

Public enterprises answer to an administrative ministry and to Parliament through the CAG, and operate under DPE's comply-or-explain governance guidelines.
Capital- & Emissions-Intensive

Many public enterprises sit in power, coal, oil and gas, metals and transport — putting environmental KPIs at the centre of both scrutiny and strategy.

One program, eleven capabilities, a closed loop.

ESG fails in public enterprises when it is bought in pieces — a carbon study here, a report writer there, a dashboard no one owns. ESG 360° sequences eleven capabilities into four pillars that feed each other: what you diagnose sets what you act on; what you act on is what your data platform must capture; what the platform captures is what the board sees and the assuror tests.

1 · Diagnose

Maturity assessment · Materiality assessment
2 · Decarbonise & Steward

Carbon & decarbonisation · Biodiversity & natural capital · Water stewardship · Supply-chain ESG
3 · Systematise

Enterprise ESG data platform · Board dashboards · Regulatory reporting
4 · Embed & Assure

Capacity building & governance · External assurance readiness

Why the loop matters. Assurance closes back onto diagnosis. The gaps an external assuror flags in year one become the materiality and maturity inputs for year two — which is how an ESG program stops being an annual scramble and starts compounding into governance the board can rely on.

The Four Pillars

A connected transformation, not four separate projects.

Eleven capabilities move through four stages, each one handing evidence cleanly to the next — from where the enterprise stands today to an assurance that holds.

Diagnose

Where the enterprise stands: a scored maturity baseline and a double-materiality matrix, validated with stakeholders.
- Maturity Assessment
- Materiality Assessment
Decarbonise & Steward

Carbon, biodiversity, water and supply-chain issues turned into quantified baselines and board-costed roadmaps. Carbon & Decarbonisation; Biodiversity; Water Stewardship; Supply-Chain ESG.
Systematise

One data platform, one board view, one set of numbers behind every BRSR, GRI and IFRS filing.
- Data Platform
- Board Dashboards
- Regulatory Reporting
Embed & Assure

Named ownership, board training and a dry-run assurance — so the appointed assuror finds no surprises.
- Governance & Capacity
- Assurance Readiness

Methodology

A phased engagement, sequenced to compound.

Weeks 1–6
Diagnose

Maturity baseline, materiality, and a board-approved ESG priority map.
Weeks 7–18
Build

Carbon, nature, water and supply-chain workstreams; data platform and KPI design.
Weeks 19–26
Report

Dashboards live, BRSR / GRI / IFRS reporting prepared, governance charter adopted.
Ongoing
Assure

Assurance dry-run, remediation, and hand-over to a self-running internal team.

Phasing is indicative and scaled to the size, sectoral footprint and number of sites of the enterprise. Modules can be commissioned individually, though the value of ESG 360° is in running them as one loop.

The Practice

Governance-design DNA, brought to ESG.

AmpliSkill Consulting LLP is a Hyderabad-based management-development and strategic-consulting firm working at the intersection of governance, risk and institutional design.

Governance-First Lens

We approach ESG the way we approach any governance problem.
Named Ownership

A system with named owners, not diffuse responsibility.
Board-Reviewed Metrics

Metrics reviewed at board level, not only disclosed once a year.
Evidence That Holds

Evidence engineered to hold up — precisely what assurance-grade ESG now demands.

Our Team

The people behind the program.

Barendra Kumar Das

Founding Partner & CEO

Mr. Barendra brings over 17 years of experience in risk & compliance management across BFSI, spanning financial crime compliance, risk & controls frameworks, and compliance governance. His command of organizational design, along with strategic consulting experience, shapes the way our consulting practice and management development programs are designed for banks, financial institutions and PSUs.

Full bio of Barendra Kumar Das LinkedIn profile of Barendra Kumar Das
Dr. Ashok Kumar Patnaik

Chief Operating Officer

He has two decades of general management experience across manufacturing, financial services, and public-sector advisory in India and Southeast Asia, and has led market-entry feasibility work for clients in over a dozen emerging markets.

LinkedIn profile of Dr. Ashok Kumar Patnaik