Top Five Reporting Mistakes (An Unofficial List)

Authors

• 

  Dunstan Allison-Hope

  Senior Advisor, BSR

  

  ---

  

  Dunstan Allison-Hope

  Senior Advisor, BSR

  

  San Francisco

  ---

  Dunstan leads BSR’s work at the intersection of technology and human rights.

  Previously, Dunstan led BSR’s information and communications technology, heavy manufacturing, and human rights teams.

  He brings significant experience working on a diverse range of engagements and issues, including human rights due diligence, privacy and freedom of expression, sustainability reporting and strategy, and stakeholder engagement.

  Dunstan facilitated the multistakeholder process of developing global principles on freedom of expression and privacy, which led to the launch of the Global Network Initiative in October 2008. He also helped create the Electronic Industry Citizenship Coalition, a collaborative initiative of more than 100 ICT companies improving conditions in their supply chains. Dunstan participated in the process of creating the Global Reporting Initiative G3 guidelines, and he is a regular commentator on issues of corporate accountability, reporting, and human rights. He also co-authored the 2010 book Big Business, Big Responsibilities.

  Prior to joining BSR in 2004, Dunstan was part of British Telecommunications' corporate responsibility team.

  Dunstan has an M.Prof. in Sustainable Development from Forum for the Future.

  ---

  Recent Insights From Dunstan Allison-Hope

  • Effective Engagement with Technology Companies / May 23, 2024 / Reports
  • 25 Insights, 25 Years / April 17, 2024 / Blog
  • Human Rights and the Future of Compliance with Dunstan Allison-Hope / November 28, 2023 / Audio
  • A Human Rights Impact Assessment of the Tech Coalition’s Lantern Program / November 7, 2023 / Blog
  • Tech Coalition Human Rights Impact Assessment of the Lantern Program / November 7, 2023 / Reports

  Full Bio

  Close

I love making lists. Following my recent list of reasons why sustainability reports really are worth the effort, I’ve compiled a list of the five biggest mistakes we see companies make in reporting:

1. Starting too late: Almost without exception, processes to create sustainability reports start about three months too late. Rather than being driven by the need to convey compelling strategy, reports are driven by the need to hit deadlines. BSR’s advice: Start early.
2. Following an ad hoc signoff process: I am constantly amazed that while annual financial reports go through such a planned, orderly signoff processes, sustainability reports seem to be shared among a random group of people without clear agreement of who has the final say. BSR’s advice: Follow a structured signoff process.
3. Using the tactical over the strategic: After a report is published, all participants usually agree that the process should change next time and be based on a reporting strategy with improvements to be achieved over a three- to five-year timeframe. But before we know it, the deadline cycle starts again, and suddenly it’s too late for strategy. BSR’s advice: Create a three- to five-year reporting strategy during the off-season.
4. Failing to connect the quantitative indicators and qualitative narrative: Report readers appreciate clear graphs indicating the company’s performance and a narrative describing why the indicators went up or down, whether this is good or bad, and what might happen in future years. But too often, the company fails to make the direct link between qualitative narrative and quantitative data. The link is made in annual reports, so why not in sustainability reports? BSR’s advice: Directly link the performance data and accompanying narrative.
5. Focusing on internal audiences at the expense of external readers: Reports are mostly written for external audiences—investors, civil society leaders, and other decision-makers—yet, far too often, companies focus more on meeting the expectations of stakeholders within the company. Internal politics played out in the public ream is not a pretty sight, what with irrelevant content and internal jargon. BSR’s advice: Focus on the reader.