A Sustainability Rating is a systematic evaluation of the viability of an organization, based on the management of its non-financial risks, and its impact on value generators.
Through a rating, the company obtains a rating of its sustainability (ranging from A+, A, B+, B, C+, and C), which is obtained by identifying and assessing its risks, and how these are managed.
Carrying out a “sustainability rating”, possibly one of the most powerful actions that an organization can carry out (along with advanced dialogue with stakeholders) in terms of CSR, provides some of the advantages: …
… Being an exhaustive analysis, it identifies opportunities improvement in addition to strengths, through CSR reports, eg data measurement, internal communication systems
… Sets the bond between the organization's value generators (eg reputation and brand, or human capital) and CSR risks.
…It allows the management team to think, for the first time, in terms of “risk management.”
… Facilitates communication of CSR. For example, it can assist in identifying topics to report on and offers validation of your processes.
… Generates greater credibility with both external and internal interest groups.
… Contributes to the value of the brand or the reputation of the organization.
…It strongly positions the organization in its sector, and against the competition.
A Professional Association commissioned us to carry out an evaluation regarding the quality of its organization and systems related to Corporate Social Responsibility (CSR) impacts, in order to understand the ability to manage material CSR risks.
The methodology used has been SME Rating© which helps to identify the most important CSR risks of the sector of activity to be evaluated (in this case the fulfillment of the Purposes and Functions that the Professional Association has entrusted according to Title II of its Statute in force ) and its relevance for the College, in addition to analyzing how it identifies and manages its CSR risks at a strategic level.
The analysis and evaluation included:- The identification and classification of ICOFMA CSR risks at a strategic level
– Identification of generators that influence risks at a strategic level
– Evaluation of the management approach to identified risks
In a first phase, the development and presentation of a sectoral risk mapping was carried out which was subsequently, and after consensus with the College, adapted to the characteristics of the organization.
In a second phase, the analysts proceeded to verify the organization's risk management practices detected. To do this, they evaluated the following parameters:
1. Focus: the organization's policies
2. Deployment: the implementation of said policies
3. Validation: how the company carries out evaluation, monitoring and control
4. Performance or performance: how you measure and set objectives
5. Transparency and communication: how you communicate your progress and achievements
The final grade obtained by the School was C+
