The document discusses bridging the gap between issuers and users of extra-financial information (EFI) to better value EFI reporting. It notes that EFI has moved beyond the pioneering phase of establishing reporting and must now become an integrated tool for analyzing a company's overall situation in terms of economic and societal value. Key challenges identified are simplifying and converging standards, making information more reliable and accessible. Recommendations include companies clarifying their internal motivations for sustainability, making EFI more fact-based and accessible online, and converging stakeholder expectations by focusing on the most fundamental EFI metrics for evaluating sustainability across industries.
Présentation de Kjell Larsson de Suède faite pendant l'atelier sur Le rôle de la Cour des comptes dans la lutte contre la fraude et la corruption. Cet atelier a été organisé conjointement par SIGMA et la Cour des comptes d'Algérie à Alger les 8-9 avril 2015. Plus d'informations: contacter bianca.breteche@oecd.org
This document provides an overview of project management practices, software development methodologies, and business application systems relevant to IT auditing. It discusses the benefits realization process, portfolio and program management, business case development, and project management structures. Traditional software development lifecycle approaches like waterfall are described along with agile development, prototyping, and rapid application development. Risks in software projects and controls for electronic commerce, EDI, email and banking systems are also summarized.
This document is a quarterly publication that provides insights for boards and audit committees. It discusses how boards can help organizations embrace data analytics to derive value from big data. It also explores how strengthening internal controls can help tackle corruption risks. Additionally, it highlights an interview discussing the role of nomination committees in selecting directors and evaluating board performance, with a focus on both monetary and non-monetary criteria.
The new ‘A and B’ of the Finance Function: Analytics and Big Data - -Evolutio...Balaji Venkat Chellam Iyer
Published in 2013, this White Paper discusses how the finance function would evolve with the combined forces of Big Data and Analytics and the levers that could help catalyze the change and has drawn upon the Global Trend Study conducted by Tata Consultancy Services (TCS) on how companies were investing in Big Data and deriving returns from it.
This document provides guidance on producing a sustainability report. It discusses why organizations produce sustainability reports, which is typically to build trust with stakeholders and increase transparency. It also covers determining the target audience, assessing material issues, and different reporting formats like standalone reports, sections of annual reports, and online reporting. The document emphasizes that defining the purpose and intended audience is important before beginning the reporting process. It also highlights that assessing material issues through stakeholder engagement is a key aspect of sustainability reporting standards.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
Présentation de Kjell Larsson de Suède faite pendant l'atelier sur Le rôle de la Cour des comptes dans la lutte contre la fraude et la corruption. Cet atelier a été organisé conjointement par SIGMA et la Cour des comptes d'Algérie à Alger les 8-9 avril 2015. Plus d'informations: contacter bianca.breteche@oecd.org
This document provides an overview of project management practices, software development methodologies, and business application systems relevant to IT auditing. It discusses the benefits realization process, portfolio and program management, business case development, and project management structures. Traditional software development lifecycle approaches like waterfall are described along with agile development, prototyping, and rapid application development. Risks in software projects and controls for electronic commerce, EDI, email and banking systems are also summarized.
This document is a quarterly publication that provides insights for boards and audit committees. It discusses how boards can help organizations embrace data analytics to derive value from big data. It also explores how strengthening internal controls can help tackle corruption risks. Additionally, it highlights an interview discussing the role of nomination committees in selecting directors and evaluating board performance, with a focus on both monetary and non-monetary criteria.
The new ‘A and B’ of the Finance Function: Analytics and Big Data - -Evolutio...Balaji Venkat Chellam Iyer
Published in 2013, this White Paper discusses how the finance function would evolve with the combined forces of Big Data and Analytics and the levers that could help catalyze the change and has drawn upon the Global Trend Study conducted by Tata Consultancy Services (TCS) on how companies were investing in Big Data and deriving returns from it.
This document provides guidance on producing a sustainability report. It discusses why organizations produce sustainability reports, which is typically to build trust with stakeholders and increase transparency. It also covers determining the target audience, assessing material issues, and different reporting formats like standalone reports, sections of annual reports, and online reporting. The document emphasizes that defining the purpose and intended audience is important before beginning the reporting process. It also highlights that assessing material issues through stakeholder engagement is a key aspect of sustainability reporting standards.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
Ahead of the marcus evans CFO Summit 2024, Erik Saito discusses what technology CFOs can utilise to improve financial reporting accuracy, make more strategic decisions and mitigate risks.
The CDO and the Delivery of Enterprise ValueMark Albala
The document discusses the role of the Chief Data Officer (CDO) and how they can help deliver enterprise value through effective use of data and information. The key points are:
1) The CDO is responsible for treating data/information as valuable assets and ensuring their optimal use to support business strategies and value propositions.
2) Information flows through an organization's business model and influences the success of value propositions. The CDO aims to maximize this value by addressing issues like data quality, accessibility, and understanding.
3) The effectiveness of the CDO is measured by their influence on how information is used strategically in the business, and by improving the "information value levers" that can restrict
The document discusses predictive analytics and its applications. It begins by defining predictive analytics as using data patterns to predict future outcomes. It then discusses how various industries like marketing, risk management, and operations are using predictive analytics for applications such as targeting customers, assessing risk, and optimizing processes. The document provides examples of how predictive models are used for response modeling, customer segmentation, loyalty/retention, and assessing customer profitability in marketing. It also discusses using predictive models for predicting defaults in risk applications.
We conducted a groundbreaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Find out:
Why nearly a third of IT Directors feel their organisation uses data poorly
What the hybrid data manager of the future will look like
Why understanding customer behaviour remains the holy grail for so many
We conducted a ground-breaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
We conducted a survey of the UK's data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
This document provides an overview and table of contents for a hospital management system project. The project aims to develop a computerized system for patient registration, storing patient details, computerized billing in the pharmacy and labs, and providing search capabilities. The system will assign a unique ID to each patient and store staff details. Users can search for patient and doctor availability and view patient details by ID. The system requires username and password login and can only be accessed and edited by administrators and receptionists.
The document discusses the evolving role of Chief Financial Officers (CFOs) toward becoming Chief Growth Officers. It notes that since the financial crisis, CFOs have taken on more strategic roles within their organizations. Specifically, CFOs are now expected to spend more time driving growth and profitability initiatives rather than just managing finances. The document outlines how CFOs can position themselves as strategic partners that leverage data insights to support revenue growth, market expansion, and shareholder value. It provides examples of key areas where CFOs can partner with the business, such as using real-time data analysis to inform strategic decision making and managing risks as opportunities for growth.
Are traditional financial reports still a valid part of organisational communication and accountability? Or has the financial report become an impenetrable collection of numbers and words, prepared only for compliance purposes, and only understood by a few technical elite? Is financial reporting keeping up with the increasingly complex demands of business? What effect is digital disruption having?
Noise, Numbers and Cut-Through looks at the effectiveness of financial reporting as a communication tool and responds to these questions by examining the experiences of two leading companies and their assault against disclosure overload.
Learn more: http://www.charteredaccountants.com.au/futureinc
Interview with: Dori Abendschein, SVP, Chief Financial Officer, Essilor of America. Abendschein is the Chairperson at the marcus evans CFO Summit XXXIII Fall 2017, in Irving, Texas, October 8-10.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
Corporate social responsibility joe simunovichJoeSimunovich
The document discusses sustainability reporting and the key questions that CEOs and boards should consider. More than 3,000 companies worldwide issue sustainability reports, including over two-thirds of the Fortune Global 500. While reporting is currently voluntary, the trend is toward greater transparency and disclosure as external stakeholders increasingly expect reports. Sustainability reports should communicate performance on environmental, social and economic issues as well as related risks and opportunities.
Corporate social responsibility joe simunovichJoeSimunovich
The document discusses sustainability reporting and the key questions that CEOs and boards should consider. More than 3,000 companies worldwide issue sustainability reports, including over two-thirds of the Fortune Global 500. While reporting is currently voluntary, the trend is toward greater transparency and disclosure as external stakeholders increasingly expect reports. Sustainability reports should demonstrate performance on environmental, social and economic issues as well as risks and opportunities.
This document provides guidance to finance executives on leveraging advanced analytics. It begins with an overview of the rise of advanced analytics and its potential value of over $1 trillion for businesses worldwide. It then describes the different stages companies can be at in their analytics adaptation - from laggard to adopter to leader. The rest of the document details the six key components of a holistic analytics strategy and provides a checklist of recommendations for each stage of adaptation to help companies advance their analytics capabilities.
SustainAbility launched a tool to help companies improve transparency in their sustainability reporting.
The report notes that in order for transparency to instigate change, companies must increase their efforts on three transparency elements: materiality, valuation of externalities and integration.
This document discusses ideas for improving corporate reporting to better meet stakeholder needs. It proposes:
1) Less frequent but more comprehensive reporting (annual/biannual instead of quarterly), focused on long-term value creation metrics in addition to past financial performance.
2) Releasing key performance indicators monthly through social media to provide timely updates between comprehensive reports.
3) A modern disclosure schedule including monthly indicators, biannual reports, annual comprehensive reports, and five-year perspectives on vision and strategy.
4) Integrated reporting comes closest to existing frameworks in emphasizing long-term value creation, but does not fully address issues like standardization and technology that could further modernize reporting.
This technical paper discusses the importance of considering non-financial information in addition to financial information for decision making. Two models are presented: [1] The Profit Tree model identifies non-financial "volume drivers" behind financial statement line items. [2] The Balanced Scorecard model captures additional value factors like customer satisfaction, internal processes, and learning/growth. Adopting these models can help companies gain competitive advantages and make better informed decisions. The paper also addresses limitations of non-financial data and how organizations can effectively implement and report on relevant non-financial metrics.
This technical paper discusses the importance of considering non-financial information in addition to financial information for decision making. It presents two models: 1) The Profit Tree model identifies non-financial "volume drivers" from financial statements that can provide insights beyond raw financial data. 2) The Balance Scorecard model captures additional value factors like customer satisfaction, business processes, and growth that financial data alone does not show. Adopting these approaches can help companies gain competitive advantages by obtaining a more holistic view of their performance.
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Why understanding customer behaviour remains the holy grail for so many
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This document provides an overview and table of contents for a hospital management system project. The project aims to develop a computerized system for patient registration, storing patient details, computerized billing in the pharmacy and labs, and providing search capabilities. The system will assign a unique ID to each patient and store staff details. Users can search for patient and doctor availability and view patient details by ID. The system requires username and password login and can only be accessed and edited by administrators and receptionists.
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Are traditional financial reports still a valid part of organisational communication and accountability? Or has the financial report become an impenetrable collection of numbers and words, prepared only for compliance purposes, and only understood by a few technical elite? Is financial reporting keeping up with the increasingly complex demands of business? What effect is digital disruption having?
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- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
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The report notes that in order for transparency to instigate change, companies must increase their efforts on three transparency elements: materiality, valuation of externalities and integration.
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1) Less frequent but more comprehensive reporting (annual/biannual instead of quarterly), focused on long-term value creation metrics in addition to past financial performance.
2) Releasing key performance indicators monthly through social media to provide timely updates between comprehensive reports.
3) A modern disclosure schedule including monthly indicators, biannual reports, annual comprehensive reports, and five-year perspectives on vision and strategy.
4) Integrated reporting comes closest to existing frameworks in emphasizing long-term value creation, but does not fully address issues like standardization and technology that could further modernize reporting.
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Similar to GIVING_VALUE_TO_EXTRA-FINANCIAL_INFORMATION (20)
1. GIVING VALUE TO
EXTRA-FINANCIAL INFORMATION
How to bridge the gap between issuers and users
of CSR data in growing complexity?
Comment rapprocher utilisateurs et émetteurs d'informations extra-
financières pour valoriser le reporting RSE ?
Etude internationale et recommandations
Summary
Editorial de Marie-Pierre Peillon, Présidente du conseil d’administration de la SFAF………………2
Introduction by Patrick d’Humières, CEO of IRSE Management...........................................3
Synthèse ...........................................................................................................................4
Executive Summary ...........................................................................................................7
A. Methodology ........................................................................................................10
B. Context .................................................................................................................12
C. Consensual observations.......................................................................................15
D. Grey areas.............................................................................................................18
E. Game changers......................................................................................................20
F. A glimpse of the future..........................................................................................24
G. Recommendations ................................................................................................29
Conclusion.......................................................................................................................32
Appendixes .....................................................................................................................35
Institut RSE’s SURVEY
2. Editorial de Marie-Pierre Peillon, Présidente du Conseil
d'administration de la Société Française des Analystes
Financiers (SFAF)
La réponse des commissions Immatérielle et Développement Durable de la SFAF à la
consultation de l'IIRC de décembre 2011 témoigne du soutien de notre association à
l'initiative sur le rapport intégré.
Plusieurs raisons motivent notre engagement:
► La définition du Rapport Intégré, un rapport unique contenant des
informations financières et extra- financières, s'inscrit dans les principes
continuellement développés par la SFAF: comprendre l’ensemble des
fondamentaux de l'entreprise pour mieux appréhender son développement
futur.
► En second lieu, la rédaction d'un Rapport Intégré indique que l'entreprise sort
de l'ère de la simple communication pour entrer dans celle de l'intégration et
d’une nouvelle définition de la création de valeur.
► Enfin et surtout, la mise en place du Rapport Intégré pousse l'approche extra-
financière vers la maturité: un cadre d'informations et de reporting
standardisés pour comparer les acteurs d'un même secteur, devra être défini,
et ce rapport devra être audité par des tiers.
Ainsi, l'ensemble des parties prenantes se retrouvera dans ce document. La SFAF
considère que l'évolution vers le Rapport Intégré témoignera d'un retour à la prise en
compte des fondamentaux de l'entreprise.
4. Synthèse
La valeur de l’information extra-financière :
Vers l’intégration des contenus et la rationalisation des outils
La vingtaine d’utilisateurs majeurs consultés par l’Institut RSE management entre janvier et février 2012 sont
formels. Le temps n’est plus d’inventer l’information extra-financière (IEF) - elle existe et elle se développe
partout -mais de bien l’utiliser pour prendre des décisions économiques mieux adaptées aux enjeux actuels.
Et de mettre au point les processus d’élaboration et les outils de médiation qui valoriseront mieux ces
données dans la prise de décision. Comment cette information peut-elle sortir d’une phase pionnière, qui a
consisté à imposer le principe de reporting, pour entrer dans la période où elle deviendra, pour les
entreprises, pour les investisseurs, pour les parties prenantes, un outil d’analyse intégrée de la situation
globale d’une entreprise, en termes de valeur économique et de valeur sociétale ?
Les défis de l’information extra-financière sont clairement explicités par les utilisateurs interrogés :
► simplifier et faire converger les référentiels – comme le G4 de la GRI a entrepris de le faire – qui se
multiplient dans beaucoup de pays (cf. France, Allemagne, Danemark….).
► rendre cette information fiable à travers une professionnalisation des émetteurs, en se concentrant
sur les données pertinentes et signifiantes économiquement, et les rendre plus accessibles en
passant par des canaux numériques compatibles.
C’est à ce prix que les modèles de prise de décision pourront intégrer ces données extra-financiers pour
établir des liens, clairs et quantifiés, entre les actions RSE et leurs impacts financiers pour l’entreprise, et
qu’on donnera un sens mesurable aux stratégies de développement durable annoncées par les entreprises.
Rationaliser le processus d’élaboration de l’information extra-financière, faciliterait la contribution de ce
reporting aux démarches de création de valeur (recherche de l’innovation, amélioration de la gestion du
risque, réduction des gaspillages…) et permettrait de dépasser la démarche d’image qui motive le processus
pour l’essentiel aujourd’hui.
Cette étude a identifié 3 grandes actions que les entreprises et les utilisateurs des données extra-financières
(fournisseurs de données, organismes de notation, investisseurs, régulateurs..) peuvent engager.
► Les entreprises doivent éclairer l’analyse de leurs résultats et dire quelle est l’impulsion interne qui
motive leur politique durable, pour montrer qu’elles s’intéressent à cette information extra-
financière qu’elles produisent. Elles doivent aussi rendre cette information factuelle plus aisément
accessible, via le Web et l’information financière intégrée qui remplaceront progressivement les
rapports de développement durable qui se sont dénaturés dans la communication facile.
6. Les synergies entre le contexte et les solutions à disposition des émetteurs et des utilisateurs de l’information extra-
financière
Enjeux
Contexte actuel - 2012 Contexte futur - 2020 Solutions
Pour les émetteurs Pour les utilisateurs Pour les émetteurs Pour les utilisateurs Pour les émetteurs Pour les utilisateurs
Référentiels de
reporting et de
notation
Multiplication = confusion
1 référentiel commun
+ des sectoriels et des
thématiques
Modèles d’analyse
sectoriels et focalisés
sur les points clés
Cibler les référentiels
les plus pertinents
pour son activité
Concentrer l’analyse
sur les points clés
Processus de
reporting interne
Manque de ressources
Temps disponible monopolisé par les tâches à
faible valeur ajoutée (collecte, questionnaires)
Collecte automatisée
Analyse pour actions
et prise de décision
Equipes de
recherches ESG
alimentent les
analystes financiers
sur les points clés
Focalisation sur les tâches à forte valeur
ajoutée
Sous-traitance de la collecte
Communication de
l’information extra-
financière
Plusieurs format non-
reliés entre eux
Rapport DD à part
Transparence limitée
sur la méthodologie
Reporting 2.0:
supports numériques
et web
interconnectés
Connexion numérique
directe aux supports
des émetteurs
Développement de plateformes communes
pour télécharger et échanger les données et
augmenter leur accessibilité
Obligations
réglementaires
Volontaire et
obligatoire (mais sans
sanctions)
Volontaire (UNPRI,
protocoles Equateur
and autres initiatives)
Plus petit
dénominateur
commun
IEF obligatoire dans
l’info financière
Obligés d’expliquer
comment ils prennent
en compte l’ESG (ex
en France Grenelle 2
art 224)
Anticiper la
réglementation et
s’assurer d’être en
conformité
Démontrer que l’IEF
est intégrée à la prise
de décision grâce à
son propre reporting
Fiabilité des données
Fiabilité limitée
Vérification onéreuse
Prudence dans les
classements car
données brutes peu
fiables et manque
d’analyse terrain
Données fiables pour
mesurer les
évolutions et les
progrès; et ainsi faire
les meilleurs choix
Evaluations fiables
corroborées par des
avis de parties
prenantes externes
Amont: construire le
meilleur processus de
reporting
Aval: vérification
interne & externe
Demande
d’information sur le
processus
Intégration d’avis
externes
Informations de
détail vs
informations
stratégiques
Focalisation sur le détail: remplir les
indicateurs et approche “cocher les cases”
Focalisation sur les enjeux les plus significatifs
pour chaque émetteur
Définition de priorités et d’objectifs à
commenter dans le temps. Publication des
informations complètes en ligne
Valeur de l’IEF
Réduite: surtout en
termes d’image, de
réputation et de
gestion des risques.
Sauf pour les leaders
Réduite vu que les
investisseurs ne
paient pas l’IEF à son
coût réel. Sauf pour
les leaders
Elevée car utile aux
clients, aux
investisseurs, aux
talents
Elevée: impact
financier de l’IEF
intégré à l’analyse
financière
Déterminer le
“business case DD”,
se focaliser sur les
points clés, obtenir le
soutien en interne
Accélérer la
recherche de
matérialité
économique de l’IEF.
Obtenir le soutien des
places boursières
7. Executive Summary
Increasing value of extra-financial information,
towards rationalization and integration
The 20 major users interviewed by Institut RSE Management between January and February 2012 share a
common and clear vision for extra-financial information (EFI). The time for inventing this information is
behind us – it exists and it spreads worldwide. It is time to use it well and to make economic decisions more
adapted to the current issues. Construction processes and mediation tools are also much needed to integrate
this information into decision-making.
The challenges of EFI are explicit for the users:
► Simplify and bridge the reporting guidelines – such as the GRI’s G4 – that are multiplying in many
countries (France, Germany, Denmark)
► Make this EFI reliable via mainstream use and a focus on the most relevant data – especially
economically speaking. Increase accessibility by using digital platforms
These are necessary to foster corporate decision-making models integrating this data, which will establish
clear links between CSR actions and their financial impacts. Moreover, it will help users and issuers measure
the input and output of their CSR strategies.
By rationalizing the whole reporting process, from the upstream to the downstream, EFI will contribute to
creating more internal value (enabling innovation, improving risk management, saving costs) and not only
external value (brand image, investor and talent attraction etc).
This survey has identified several concrete steps which should be taken by companies and/or data users:
► Companies should identify the internal drive behind the CSR strategy and comment the results;
helping users understand the weight they attach to EFI. Actors have to make the quantified
information more accessible, online or within the formats of financial information that will
increasingly replace sustainability reports, discredited after many years of communication and
storytelling.
► Encourage convergence between the requirements of users and other stakeholders by shrinking the
spectrum of CSR data relevant to measuring the sustainability of a business. Sectorial initiatives are
in the pole position to provide guidelines and frameworks. Companies need to disclose in priority
what is fundamental: 10 to 20 non-questionable KPIs, relevant regardless of the size, activity or
location of the company, as are EBITDA, PER or ROE for financial information.
8. ► Allocate resources differently. Companies should focus their efforts on value-added tasks:
policy-making and data analysis rather than in data definition and collection
choosing and implementing a framework instead of answering any and all ranking
questionnaires (especially considering end users such as investors do not pay much attention
to rankings).
Experts can help companies build efficient reporting methods upstream and ensure sustainability of CSR
strategy.
The offer will progress through the skills of the firms, assisted by their advisors. All in all, companies ought to
take the lead, say what they think is relevant (and explain why that is) and how their investment in EFI should
be used appropriately. Ultimately, EFI is an economic performance tool that companies should not endure
but instead use, to create trust with investors and improve their own management, towards sustainability.
6.
Mainstreaming
1. One
Common
framework
2. Facilitates
and widens the
scope of
reporting
3.
Comparability
4. Reliability
7. Feedbacks
from users
8. Focus on
value-added
tasks & analysis
9. Improve
reporting and
performance
Verification
Automatization
(IT tools)
Legal
requirements
Rationalization
5. Integration
into decision-
making
Monetization of
ESG data
Caption
Drivers of
change in
extra financial
information
Milestones
in the
virtuous circle
The virtuous circle of extra-financial information
Links between drivers
and
milestones to identify
which drivers
contribute to
which milestones
9. Summary of the report: Interconnecting contexts and solutions for data issuers and data users
Topics
Present context - 2012 Future context - 2020 Solutions
For issuers For users For issuers For users For issuers For users
Frameworks and
rating standards
Multiplication = confusion
1 common
framework +
sectorial or issues-
specific frameworks
Differentiated
analysis models but
focused on key
points
Target the most
relevant
frameworks first
Focus the analysis
on key issues
Internal reporting
processes
Resource scarcity
Time focused on low value-added tasks
(data collection, questionnaires)
Automated
collection, analysis
for decision-making
ESG teams fueling
the analysts (using
financial & ESG
information)
Focus on value-added tasks: outsource
collection to be able to enhance analysis
Communication of
the information
Various non-
connected formats.
Stand-alone PDF
CSR report
Weak transparency
on the
methodology
Reporting 2.0:
interconnected
formats
Web-based
Plugged in to the
issuers’ digital
platforms
Develop common platforms to upload /
download the data and enhance data
accessibility
Legal requirements
Voluntary and
mandatory (but
without sanctions)
Voluntary (UNPRI
and other
initiatives)
Least common
denominator
ESG mandatory for
financial fillings
Forced to explain
how they integrate
ESG (ex: in France)
Anticipate
requirement and
make sure to
comply
Demonstrate ESG is
taken into account
in reporting
Data reliability
Limited reliability
Costly verification
Low trust in
rankings due to lack
of raw data
reliability and lack
of “off-the-screen”
analysis
Reliable data to
determine
evolutions and
progress, and make
the best choices
Reliable
assessments
backed up by
external /
stakeholders
feedbacks
Upstream: set the
best reporting
process
Downstream:
internal & external
verification
Ask for disclosure
on the reporting
process and data
verification.
Use stakeholders’
opinion
Details vs. strategic
information
Focused on the details: fill in the
indicators / criteria and tick-the-box
approach
Focused on key material issues relevant
for every issuer
Define priorities & objectives to comment
over time. Be transparent and disclose
online the other useful data points
Value of EFI
Limited: mainly
image and risk
mitigation.
Except for leaders
Limited since
investors do not
specifically pay the
fair price.
Except for leaders
High: useful for
clients, investors,
young grads…
High: financial
impact of ESG
embedded in
traditional analysis
Think out the ESG
business case, focus
on key issues, get
internal buy-in
Enhance economic
research of ESG
performance and
get supports from
the stock exchanges