At the first edition of kShuttle Connect an entire workshop was dedicated to a subject at the heart of current transformations: the structuring of sustainability reporting.
Moderated by Laure Razat (Sustainability Solutions Manager at kShuttle), it brought together a number of user companies to share their experiences in the field, their questions and their ambitions (SPIE, M6, LFB Group).
The facts are clear: we are collectively at the beginning of a new erawhere non-financial reporting can no longer be approached as an isolated obligation, but as a lever for strategic transformation.
1. The reporting is still in its infancy
Unlike financial reporting, where reference frameworks are stabilized, timetables clear and methods formalized, ESG reporting is still a work in progress. The arrival of the CSRDthe emergence of new standards such as ESRSor the discussions surrounding the European taxonomy are forcing companies to move forward with sometimes incomplete pieces of the puzzle.
This was also widely emphasized by the participants:
“The scope of application is shifting, expectations not always clear, and there’s still little solid feedback.”
“We sometimes find it hard to keep things simple, because we’re afraid of forgetting an important axis.”
And yet, no one questions the need for action.. Regulatory pressure is added to societal, economic and even internal pressure (from employees).
2. Very different paths, but a common need: to structure
What emerged from the discussions was the great diversity diversity of approaches :
- Some companies have started with carbon footprints or social audits,
- Others have begun in-depth work on their value chain,
- Some of them have decided to focus primarily on steering ESG objectivesobjectives, in conjunction with strategic decisions.
But they all agree on the need to order, prioritize and ensure the reliability of databefore even thinking about external communication or publishing reports.
And this need is all the greater because the teams concerned are often new to these subjects, or don’t have the right tools at their disposal.
3. A new role for reporting tools reporting tools
The question of tools quickly entered the debate. How can we effectively structure sustainability reporting without falling into excelitis or dependence on tools not designed for these issues?
Several companies have shared their experiences with the ExRP platform. What stands out:
- Flexibility to adapt to a wide range of data,
- The ability to structure processes even as methods evolve,
- Possible integration with other IS bricks (conso, HR, risk, etc.).
“We were able to start simple, lay out our matrix, work on our indicators… and today, we’re going further with simulations.”
The sustainability reporting is not just a question of publication It’s about alignment, data, responsibilities, processes and governance.
4. Structuring, yes… but with whom?
Another key point to emerge from the workshop was that governance Who carries the subject? Who collects? Who arbitrates? Who signs?
Here again, the models diverge:
- In some companies, ESG management is attached to the communications or sustainable development department,
- Elsewhere, it’s the finance department that takes the lead,
- In some cases, a cross-industry project team oversees the whole process.
The solution? Work cross-functionallyinvolving all the business lines, increasing skills, and drawing on internal and external experts.
5. In conclusion: learning together
This workshop provided an opportunity to take stock of the current state of ESG reporting in companies. It also showed that no trajectory is perfect, but that all are moving forward, testing, adapting, correcting and sharing.
That’s what kShuttle Connect is to enable a community of users and experts to get together, exchange ideas and build tomorrow’s best practices.
The replay of this workshop is available on our YouTube channel.
► Need tools to structure your reporting ESG REPORTING? Contact the kShuttle or discover the ExRP platform here.
► Conference available in audio format
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