1. Reporting for reporting’s
sake: Examining corporate sustainability
reporting in Australia
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Current sustainability reporting is often a mixture of good intentions, a genuine desire to be
accountable and a commitment to improve, but which can be stymied by a need to conform to
what others are doing, misdirected or unfocused effort, underutilised outputs and a failure to
position reporting within the company’s wider sustainability agenda. Sometimes it can inspire
and drive change, but it can equally be a pacifier where companies say ‘we produce a report, so
what more do you want?’
Are investors reading sustainability reports to make better or more informed investment
decisions?
One of the popular perceived drivers for sustainability/ESG reporting and integrated reporting is
that investors and financial advisors are (rightly) demanding more non-financial information
about companies’ performance and value creation than the little they can glean from current
corporate reports. Whilst some recent research in Canada and the USA suggest that investors are
taking more interest in corporate ESG information, research in Australia undertaken by the
Financial Reporting Council has shown that retail investors’ primary information sources are not
sustainability or integrated reports, but rather the daily press and companies’ own shareholder
reports, and mainly for the financial data.
Sustainability reports and integrated reports are usually produced on an annual cycle, which is a
relatively long time frame compared to the narrow window in which investment decisions are
made. Being voluntary, many sustainability reports also suffer from a lack or comparability, or
hard data on real ESG risks, and can contain an abundance of rhetoric that obfuscates the kind of
information that investors and financial advisors are looking for.
There is still an opportunity for corporate reporters to better identify and understand the ESG-
related information needs of stakeholders such as investors, and then better align the frequency,
focus and accessibility of the data being reported. Sounds obvious, and this is type of the work
that Banarra is currently doing more of with a number of financial and property sector reporters,
to create reports that are more relevant and aligned with defined stakeholder needs than being in
strict alignment with reporting frameworks such as GRI and integrated reporting.

2. Is a sustainability report a reliable indicator of a company’s commitment and capability in
managing ESG risks?
From first hand discussions, I know that many reporters are questioning the strategic intent, or
business value-adding proposition, of their reporting. Some feel they are on a ‘treadmill of
reporting’, where it has become more habitual than purposeful. They feel compelled to continue,
or otherwise be seen by stakeholders as backing away from their sustainability commitment.
They find that such reporting is labour-intensive, costly and challenging, and are looking to
justify the value proposition of continuing as they are, or to at least understand what alternatives
exist.
For many companies the first few years of reporting are the most valuable, as developing a report
provides a great opportunity to assemble and organise sustainability data, and to identify key gaps
in management and performance in ESG areas. But that is often as far as it
evolves. Sustainability reporting often remains siloed in one part of business, with no functional
connection to strategy development, stakeholder relations, community investment, human
resources, business planning and risk management. Assuming ASCI’s contention that
“companies now overwhelmingly recognise the importance of reporting on material sustainability
risks” is correct, how do this then translate into effectively managing ESG risks if reporting
remains segregated from decision-making, policy development and other business process that
help mitigate those risks.
There is a compelling logic that materiality processes that feed into sustainability reporting,
should also feed into risk management, but the evidence suggests that this is still not the norm.
This is despite recent (2014) changes to the ASX Corporate Governance Council principles where
there is now a requirement for listed companies to disclose their sustainability risks.
There is also a logic that sustainability reports should be an accounting of the effectiveness of
companies’ sustainability or business strategies, but again the reports I read, review and assure
don’t make that link evident, or in fact are produced in complete isolation to the strategic function
of the business.
Are sustainability reports draining limited resources fromdoing more important things that
impact corporate sustainability?
In engaging with sustainability managers over many years around their roles and accountabilities,
I’ve found that producing an annual sustainability report (along with other related reporting such
as NGERS, DJSI, UNGP etc.) is often the centre-piece of their sustainability focus and
efforts. Reporting can, and often does, consume a large chunk of their limited ‘sustainability’
budgets, time and resources, and is sometimes driven by an executive-level, ‘knee-jerk’ response
to shareholder enquiries, what peers are doing, internal expectations, board direction, or just plain
‘what else can we do to demonstrate our good corporate citizenship?’ This is not to suggest that
sustainability reporting is irrelevant or unimportant but that, in the absence of a clear, considered
and strategic value proposition, such reporting can disproportionately consume time and
resources for an end product that looks good on company coffee tables but is questionable in
terms of return on investment.
Where to fromhere?
There may well be some backing down on sustainability and integrated reporting by companies in
the future, if such reporting cannot deliver a sufficiently compelling business case. What the
impact of this will be on companies’ actual or perceived commitment to accountability and
sustainability is difficult to say, but it could in fact signal some rationalisation and maturity in
their sustainability focus, driven by a more effective and considered allocation of available
resources.

3. So what is needed to make a sustainability report a valued and valuable asset, both for
stakeholders and for the business? The key changes necessary are both to the reporting process
(to create more internal value for the business) and to the report itself (to create more external
value for, and thus higher demand from, stakeholders such as investors)
Revisit the process
Companies need to reassess and rethink their purpose in reporting, to extract full value from the
reporting process. They need to stop seeing reporting as a stand-alone activity, but rather look to
embed it within the business’ broader strategic and risk framework. At its simplest, a
sustainability report is about accounting for how the business is identifying and responding to
ESG issues that matter to the business and to its key stakeholders. Hence the need for robust
stakeholder engagement and materiality processes, without which reporting becomes a shot in the
dark.
The stakeholder engagement and materiality processes applied to shaping the content of the
report are also rich sources of useful information for other business processes such as strategy,
risk management and planning. Materiality actually has more in common with these processes
than it does with reporting.
The process of materiality itself can be applied beyond reporting, wherever there is a need to
collate and distil a diverse range of internal and external inputs to identify key business
opportunities and risks. The additional external perspective which materiality provides on issues
and performance (through including external stakeholder inputs in its process) complements
internal planning and risk management processes. It can also assess how well management
decision-making and business response processes are working, by tracking the relative
importance of material issues over time.
Re-evaluate the report
The report itself should be as short and concise as possible and focus only on how the
organisation is identifying and managing its key ESG risks and opportunities, and present only
performance data that illustrate that management capability. Reports should also be clear about
where (inside or outside the business) those ESG issues are having an impact and what strategies
it has in place to manage those impacts.
The sustainability report also provides a vehicle to publicly commit to meaningful targets
designed to lift the organisation’s performance around its material ESG issues. If companies are
prepared to set and disclose clear and unambiguous targets in their public reports, it acts as a
powerful tool to gain traction on addressing key ESG issues within the organisation. This
encourages a stronger internal focus on delivery against those targets and thus increases the
likelihood that businesses will actually improve in those areas.
By rethinking the role and value proposition of sustainability reporting, the report then becomes
less of an unfocused marketing document and more an accounting for sustainability
commitments, strategies, management and performance. This is what investors and other
stakeholders are looking for – something that will lift the report out of the pack and make it
valuable and meaningful to them. Such a report will then not only inform and complement other
corporate information, but should also stimulate and support internal changes in the business that
deliver better outcomes.