Sustainability Reporting

 
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How Frontrunners Turn Societal Topics into Business Opportunities

At the World Economic Forum 2016 the launch of the full scale attack on global food waste “Champions 12.3” was announced. Its aim is to halve global food waste and reduce food losses per capita by 2030. The involvement of CEOs of major companies DSM, Nestlé, Rabobank, Tesco and Unilever demonstrate how a materiality matrix and data can be used beyond reporting purposes. Of course, reporting and rankings such as the Dow Jones Sustainability Index (DJSI) are important to demonstrate your sustainability performance towards stakeholders. But in the end it is not the holy grail, as frontrunners show how they are capturing value from sustainability today.
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Converting Your Material Issues into a Business Development Tool

Integrated reporting has changed dramatically since Harvard professor Bob Eccles described the concept in the much touted 'One Report' in 2010. Four years experience on the road of Integrated Reporting has resulted in new insights based upon own practises, adapted guidelines and rulings. In his new book 'The Integrated Reporting Movement: Meaning, Momentum, Motives, and Materiality' Professor Eccles emphasizes the importance of a well balanced materiality matrix that not only covers relevant business risks, but that also can be used as a driver for innovation.
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How to Create More Mileage from Your Materiality Matrix

Currently a professional sustainability strategy is grounded by its materiality matrix. A materiality matrix allows the company to detect which topics are of high, medium, and low interest for the different stakeholder groups of the company and for the strategy and the business of the company itself. The horizontal axis of the matrix usually represents the impact societal issues (economic, social, environmental, political…) have on the company strategy and business and the vertical axis usually illustrates the interests of the company’s stakeholder groups.
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