Introducing Jing Wang, Verco’s new assurance expert
We are very pleased to welcome Jing Wang, our new Head of Assurance, to the Verco team. As the demand for assurance grows, Jing will spearhead Verco’s efforts to support clients with related advice and services.
In her first week of working with us, we spoke to Jing about her view of assurance – what it means, where it’s heading and what to look out for.
Tell us a bit about yourself. What kind of job roles have you had and what are your specialisms? How did you get into assurance?
I started my career in supply chain management, working as a sourcing manager in a multinational company. I conducted numerous supplier audits, which gave me first-hand experience in evaluating compliance, performance, and risks across complex supply chains.
My interest in sustainability deepened after I completed my Master's degree in environmental science, politics and management. This experience gave me a broader perspective on environmental and social challenges. I was eager to integrate it into my professional life, so I spent nearly eight years specializing in sustainability assurance.
My work has covered a wide range of frameworks and standards, from ESG reporting and non-financial disclosures to responsible sourcing and climate-related assurance. Over the years, I’ve built strong expertise in applying assurance principles to real-world contexts. I’ve worked with global corporations and local stakeholders.
Today, I would say my specialisms are in sustainability assurance, ESG frameworks and climate disclosure, underpinned by a solid understanding of supply chains.
What are you most excited to bring to your role at Verco?
I’m most excited to bring my knowledge and experience to help build and grow the assurance services at Verco. I’m looking forward to applying my expertise in a new context – one that aligns closely with Verco’s strong reputation in climate and carbon management.
What excites me most is the opportunity of combining Verco’s deep technical expertise in carbon, energy, and net zero strategy with robust assurance practices. I believe this integration will be key in supporting clients who are under increasing pressure to report transparently and credibly on their sustainability commitments. I’m really looking forward to helping the team shape an assurance offering that is technically sound, strategically relevant, and trusted by clients.
What do you find particularly interesting about working in assurance?
Perhaps that assurance goes far beyond simply verifying information or checking whether something is right or wrong. While the independence and credibility we bring to external stakeholders is certainly important, I see even greater value in how assurance supports continual improvement within a company.
Through the assurance process, we often identify gaps, inefficiencies, or areas where practices can be strengthened. I enjoy the collaborative aspect of assurance: engaging with teams, understanding their processes and helping them to view assurance as a tool for growth and resilience, not just compliance.
Are there any common misconceptions about the assurance process?
Yes, definitely. One of the most common misconceptions is that assurance is simply a box-ticking exercise – a formality to prove compliance or satisfy reporting requirements. As I mentioned earlier, effective assurance goes far beyond that. If done well, it can provide insights that drive continual improvement and strategic decision-making.
Another common misconception is that assurance is purely about reviewing documents and evidence. While documentation is important, a good assurance process involves engaging with people, understanding the context behind the data and assessing systems and processes holistically. It’s about judgement and insight, not just paperwork.
I’ve also seen organisations assume that assurance is only available at the final reporting stage. In reality, involving assurance professionals earlier – during target setting, data design, or materiality assessments – can significantly strengthen the quality of disclosures down the line.
Which standards should businesses be looking out for / focusing on in 2025?
This year, as sustainability reporting becomes more regulated and stakeholder expectations continue to rise, businesses should be paying close attention to several assurance standards. ISAE3000 and AA1000 AS remain highly relevant. Where ISAE3000 provides a well-established framework for assurance over non-financial information, AA1000 brings a strong focus on stakeholder inclusiveness and materiality, which is very valuable for ESG assurance.
However, what I think will be especially important in 2025 is the emergence of the International Standard on Sustainability Assurance (ISSA) 5000. This standard, issued in November 2024 by IAASB, is expected to become the universal standard for sustainability assurance. It aims to bring greater consistency, credibility, and comparability to sustainability assurance engagements across jurisdictions.
There's a lot of speculation about how assurance standards are going to change over the next few years. How do you think they will change, and which changes do you think will have the biggest impact?
I think we’re entering a period of rapid evolution in sustainability assurance standards, driven by growing regulatory pressure, investor expectations, and the need for greater trust in ESG disclosures.
One of the biggest changes I see coming is the shift toward a unified, global baseline standard, particularly due to the release of ISSA 5000. If ISSA 5000 is widely adopted, it will likely become the default reference for sustainability assurance.
Another key change will be the move from voluntary to mandatory assurance on sustainability information – especially in regions affected by CSRD and other regulatory frameworks. This will raise the bar for how data is collected, verified and governed internally, and it may push companies to treat sustainability data with the same level of control and audit-readiness as financial data.
Lastly, I believe there will be a greater emphasis on assurance of forward-looking and scenario-based disclosures, not just historical data. This will challenge both companies and assurance providers to strengthen their methodologies, especially in areas like climate risk, transition plans, and science-based targets.
Uncertainty around how the standards will change has led to a general feeling of instability. What can businesses do right now to be in the best position for the future?
To prepare for the future of sustainability assurance, businesses should start treating non-financial data with the same level of rigour and governance as financial data. That means strengthening internal controls, improving data quality and traceability, and ensuring clear accountability for sustainability metrics.
Second, businesses should build internal awareness of newly released regulations and standards such as CSRD, IFRS/ISSB, and ISSA 5000. This will enable them to align their reporting and assurance expectations early, rather than reactively.
Another practical step is to engage with assurance providers sooner in the reporting cycle, not just at the end. Early engagement can help identify gaps in systems, evidence, and materiality assessments, allowing for time to get ready before formal assurance begins.
Lastly, I’d encourage businesses to view assurance as a value-adding process, not just a compliance requirement. When approached this way, assurance can strengthen internal confidence, improve stakeholder trust and ultimately support more resilient and transparent operations.
If you’d like to know more about the assurance services Verco can offer, please don’t hesitate to get in touch.