The value of a company goes beyond its economic capital.
Crafting a sustainability strategy enables growth and new opportunities.
Involving stakeholders and telling their stories in a report closes the circle,
feeding it with new energy.

/ Themes

Sustainability governance tools

Non - Financial Reporting aka. Sustainability reporting
Sustainability reporting means communicating transparently about your environmental, social and economic performance. Integrated financial statements, sustainability reports, non-financial statements… There are different names and also different ways to produce a report: we follow the guidelines of the Global Reporting Initiative (GRI) because they allow us to build a path and a reporting approach tailored to the company, also aligned with the 17 Sustainable Development Goals of the UN Agenda 2030.
Materiality analysis and stakeholder engagement
The materiality analysis allows a company to identify material issues, i.e. areas and themes that reflect the organisation’s significant economic, environmental and social impacts. A company faces a wide range of issues around which to build a sustainability strategy. The analysis allows us to say which of these need to be addressed as a priority. It is also a powerful tool for involving the company’s stakeholders, thus ensuring the basis for a shared strategy that is also validated by the organisation’s external system. We approach analysis both analogically, by identifying potential material issues through a participatory process, and digitally – validating, assessing the issues and engaging stakeholders through our digital materiality scan tool.
Fields of action and KPIs for sustainability
Each sustainability target encompasses several fields of action that contribute to its achievement. Indicators, KPIs, are essential for monitoring the effectiveness of the strategies put in place and measuring progress towards the defined operational objectives. Through KPIs, the company has a double opportunity: internally, to align and motivate the organisation and, externally, to communicate, in a clear and transparent way, its commitment and the results achieved in the development of its sustainability strategy.
Climate risk management
How can a company adapt to climate change? What risks does it face? The first step in answering these questions is to define the so-called climate risks, i.e. those of incurring losses (financial and non-financial) due to missed, delayed or incomplete performance resulting from climate change hazards. These risks are physical, related to extreme weather events, or transitional, related to market and customer reactions to climate protection issues. Understanding them, analysing them, understanding the company’s exposure and taking improvement actions is what we aim to do by accompanying you in this area.
Supply chain management
A considerable part of a company’s environmental and social impact lies its sourcing (at system level) and in its supply chain (at supplier and product level). Managing the supply chain in a sustainable way means, on the one hand, avoiding negative impacts (and why not, creating positive ones) and, on the other hand, reducing your exposure to risk. We can help you connect your supply-chain management strategy to your sustainability strategy, your priority issues and the larger contribution that every company has to make to sustainable development. The result? A set of tools, criteria and guidelines to support operational objectives and business decisions.
BCorp

Efforts made by companies in the field of environmental and social sustainability increasingly lead to the definition of a real model of responsible and innovative business, based on the interdependence between stakeholders. The B-CORP™ certification allows to verify the path taken by each company comparing it with the virtuous performance of other for-profit companies in its sector, nationally and internationally. The resulting assessment is an internal tool for analysis, planning and improvement, verified by a third party, guaranteeing the presence of a structural and systemic approach to sustainability. The assessment process, the processes and the initiatives to be set up and activated in order to obtain the 80 minimum points required by the certification represent the intermediate steps towards the B-CORP™ model: the most advanced approach to responsible business in the operating context of the Economies of Purpose.

Translated with www.DeepL.com/Translator (free version)

/ Success stories

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