Measurement of the content elements
| Score | Business model | Outlook | Risks and opportunities | Governance | Strategy | Performance |
|---|---|---|---|---|---|---|
| 0 | Content element absent | |||||
| 1 | Content element poorly described | |||||
| 2 | The description is based on some general quantitative/qualitative information | |||||
| 3 | Balanced description of content element. Some information on how the 6Cs are incorporated in the content element is provided | |||||
| 4 | Good and detailed description | |||||
| Information on relevant capitals used as inputs and relevant impacts of the BM on the 6Cs is provided | Information on the outlook of the company and its operating environment is provided. It is evident how relevant capitals are included in or impact the outlook | Information on relevant capitals perceived as risks or opportunities is provided | It is easy to understand who is responsible for the 6Cs | Information on relevant capitals included in or impacting the content element is provided | ||
| 5 | Excellent description | |||||
| The report includes quantitative information and infographics on the BM. In addition, the report provides qualitative and quantitative information on the six capitals as inputs, outputs and outcomes of the BM with associated relevant KPIs | The report provides an assessment of challenges and uncertainties in terms of the 6Cs impacting the strategy, business model and future performance; describes actions taken to monitor the outlook and tackle expected trends (e.g. scenario planning) | Information on the mitigation of risks and opportunities is provided. The report provides qualitative and quantitative information on risks and opportunities derived from the 6Cs (e.g. environmental risks, reputational risks and green innovation opportunities) | The report provides quantitative information on how the 6Cs and the value creation process are managed at the board level (e.g. presence of CSR/sustainability committee, incentive scheme linked to the 6Cs) | The report provides qualitative and quantitative information on how the 6Cs contribute to the strategy and are affected by it | The description is enriched with KPIs, comparisons with past performance and future objectives | |
| Score | Business model | Outlook | Risks and opportunities | Governance | Strategy | Performance |
|---|---|---|---|---|---|---|
| 0 | Content element absent | |||||
| 1 | Content element poorly described | |||||
| 2 | The description is based on some general quantitative/qualitative information | |||||
| 3 | Balanced description of content element. Some information on how the 6Cs are incorporated in the content element is provided | |||||
| 4 | Good and detailed description | |||||
| Information on relevant capitals used as inputs and relevant impacts of the BM on the 6Cs is provided | Information on the outlook of the company and its operating environment is provided. It is evident how relevant capitals are included in or impact the outlook | Information on relevant capitals perceived as risks or opportunities is provided | It is easy to understand who is responsible for the 6Cs | Information on relevant capitals included in or impacting the content element is provided | ||
| 5 | Excellent description | |||||
| The report includes quantitative information and infographics on the BM. In addition, the report provides qualitative and quantitative information on the six capitals as inputs, outputs and outcomes of the BM with associated relevant KPIs | The report provides an assessment of challenges and uncertainties in terms of the 6Cs impacting the strategy, business model and future performance; describes actions taken to monitor the outlook and tackle expected trends (e.g. scenario planning) | Information on the mitigation of risks and opportunities is provided. The report provides qualitative and quantitative information on risks and opportunities derived from the 6Cs (e.g. environmental risks, reputational risks and green innovation opportunities) | The report provides quantitative information on how the 6Cs and the value creation process are managed at the board level (e.g. presence of CSR/sustainability committee, incentive scheme linked to the 6Cs) | The report provides qualitative and quantitative information on how the 6Cs contribute to the strategy and are affected by it | The description is enriched with KPIs, comparisons with past performance and future objectives | |
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