Home » CSRs » .future Europe 2018-2019

15/11/2019

By: 

Paolo Cominetti

.future Europe 2018-2019

TheEuropean edition of .future examined 50 top European companies (included in the STOXX Europe 50 index).

.future model define the quality of engagement on sustainability on a combination of two elements:

Content with substance based not only on a structured process to manage material impacts but also a future oriented vision and agenda for change.

Engaging the user-stakeholder in a way that shows how the business is meeting its societal responsibilities and takes part in the wider conversation about a better future.

Read more on how the .future research works

Key numbers

50 companies evaluated
100 maximum score
2 pillars and
7 sections in evaluation protocol

Credibility is rooted in communications that exploits the best of digital to engage the user but is grounded in transparency and a rigorous, strategic approach.

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Key Findings

The right balance between “What” and “How” in Europe

The European results are encouraging and show a good balance between what companies have to say (average score 51% of max in Substance) and how they tell it (49% average score in Distinctiveness).

In Substance, almost all companies have the core ESG information in place – from climate change to diversity – but deeper content on strategy, performance and stakeholder dialogue can be harder to come across.

Storytelling is somewhat weaker, especially in terms of talking about the broader sustainability agenda.

Sustainability strategy: at the core of communication

Almost all of the European companies qualified for a full evaluation (81%) manage to complete the first three steps of the strategy “stairway” defining their sustainability commitment, identifying priority issues and laying out related targets.

If we include also the final steps which consider disclosure about progress in reaching sustainability targets and about the context in which companies operate, we see that a quarter of companies manage to have all the ingredients of a good sustainability strategy

How storytelling changes the frames of sustainability

Digital has opened up new ways to communicate and continues to bring us new tools, but sustainability storytelling needs to address material issues and be relevant in a wider context to avoid the trap of self-referentiality.

Storytelling forces sustainability to integrate into a broader narrative: while social and environmental topics are equally present in sustainability stories, increasing space is being given to stories that use sustainability to provide a perspective on innovation, business transformation and strategy.

How are European companies coping with storytelling?

100% have stories and articles related to their strategy and internal activities

67% use stories and articles to talk about their external agenda

83% present their sustainability by giving voice to their stakeholders

HOW DO THE COMPANIES STACK UP?

The Explainers

A quarter of the companies we assessed (12 in all) populate the Explainers
quadrant, even though there were no stand-out results in terms of Substance. Most of these companies cling quite tightly to the middle-ground, indicating there is little that stops them evolving into Narrators or sliding down into Traditionalists

The Narrators

Nine of the 49 companies considered qualify as Narrators, led by oil companies BP and Eni, consumer groups Nestlé and Unilever as well as healthcare firms Bayer and Roche. Almost all of them strike a balance between Substance and Distinctiveness

The Traditionalists

This is the busiest area in our research with three in 10 of the companies we assessed finishing in this quadrant. Encouragingly, many of them have respectable overall performances – not far from the 50% mark – but fail to stand out either in terms of content or engagement. Below this level, seven companies fail to meet our minimum standard for sustainability information (“Core” evaluation) and didn’t qualify for a full assessment (“Sleepers”).

The Glitterati

The seven “Glitterati” companies do not stand head and shoulders above the rest for their digital communications: most of them (Schneider Electric is the exception) are positioned little more than half-way along the Distinctiveness axis, suggesting that their positioning is caused rather by a lack of depth in their sustainability content.