On the occasion of the release of our latest mission report for fiscal year 2021, we look back on our journey from Ksapa’s acceptance of the quality of ‘mission company’ to the publication of this report.
Ksapa was one of the very first companies to opt for the quality of a ‘company with a mission’ in the summer of 2019, a few weeks after the Pacte law was adopted and in anticipation of the application decree published in January 2020.
Our desire to be an accelerator of environmental and social progress to the best of our ability is therefore at the core of our DNA – and is experienced as such by all our teams. Being a mission-driven company is therefore at the core of our activities and our collective dynamics.
The publication of our second mission report is therefore an opportunity to look back on our journey and the implementation of this process – in particular the in-depth work we have done with our mission committee on the key concepts of formalizing objectives and measuring the impact.
As a reminder: the Pacte law
As a reminder, the PACTE Law (2018) introduced changes regarding the integration of environmental and social issues into activities.
In particular, it introduces 3 levels of gradation in the integration of ESG risks and positive impact on companies’ activities:
- a minimum level of attention to the ecological and social consequences of activities, for all companies,
- the possibility of adding a reason for existence to the articles of association of companies that want to deal with issues of common interest
- the status of a mission-driven company, which goes further and completes the raison d’être by establishing a mission, associated objectives and a mechanism to support its achievement.
Being a mission-driven company therefore requires:
- The inclusion of a ‘raison d’être’ in the legal statutes
- Specifying “the methods for monitoring mission implementation” – in particular through a “mission committee” separate from corporate bodies […] and must include at least one employee. The committee is exclusively responsible for this follow-up and draws up an annual report that is attached to the management report.
- Have an external and independent body verify the effective execution of the mission
- Have the status of ‘société à mission’ registered by the registry of the commercial court. The ‘société à mission’ does not in itself constitute a new legal form; it is a quality and not a business form.
Reason for Ksapa
When we adopted mission company quality, there was no access to existing examples, best practices or even government instructions (the application decision was only published several months after our choice to be a mission company).
That is why, focusing on the spirit and substance of the Pact Law, we have opted for a relatively broad ‘raison d’être’, representative of our desire to contribute to the acceleration of social and environmental progress… but also for various activities around advice and advice. services and solutions for transforming value chains, in particular by using the levers of digital and impact-related finance to drive for scale, which is one of our main intentions. We also wanted to share our vision on the necessary transformation of the economy, and especially on the means to achieve it, to serve as a sounding board beyond our own capacity to act… while at the same time remaining understandable and humble about our ability to adapt contribute to the scale of the collective challenges we face today.
This is how our articles of association read:
“Furthermore, the Society’s raison d’etre is defined as follows: to promote, on the largest possible scale in relation to its resources, economically efficient activities and systems that enable social, societal and environmental improvements, with a view to sustainability – and this by the activities described in this article, but also by sharing the values supported by the Association and the positions arising from them within the context of public debate.”
Although it is only mandatory for companies with more than 50 employees to establish a mission committee, we have chosen to have our performance evaluated and assessed by a mission committee.
Our articles of association state that:
“An evaluation committee will be established within the Company that will regularly, and at least once a year, analyze the proper fulfillment of its raison d’être in the context of its activities.”
This choice was necessary because we wanted to surround ourselves with professionals and experts. We also wanted them to have different backgrounds – representative of our desire to bring together different professional fields and commitments, as shown for example in our webinars where stakeholders from large companies, development institutions, financial institutions, leading universities or legal professionals are invited.
Our committee members are as follows:
- Isabelle Baillet – headed the General Real Estate Credit and Markets for the Public Economy activities at Société Générale
- Etienne de Bryas – Partner of RSM France and founder of MBV et Associé
- Amandine Hersant – Managing Director of ONG Planète Urgence
- Dominique de Margerie – former Chairman of the Board of Directors of Esfin Gestion (Crédit Coopératif)
- Isabelle Nicolai – University Professor of Economics, Innovation and Sustainable Development, director of the master program “CSR Management and Organizational Performance” at Leonardo da Vinci University
- Margaux Dillon – Employee (Senior Consultant) appointed by the Ksapa team
The intervention of this commission has also been strengthened by the appointment of an independent third party, in this case RSE France, represented by Gérard Schoun, who will carry out an audit every two years and verify the comprehensibility of the mission report, according to the quantitative data. and qualitative elements collected.
This is all the more important to Ksapa because Ksapa’s mission is truly the reason behind its original founding and is therefore at the core of its DNA. In addition, from the company’s first financial year, we established a collective profit sharing scheme, which allows a significant portion of profits to be shared within the Ksapa team. As a symbolic sign of the alignment of the collective efforts with our reason for existence, the share distributed to employees is increased when the mission committee validates the successful completion of the mission for the corresponding financial year.
Working on our goals
After extensive discussions with our mission committee about the link between purpose and mission, the committee asked us to translate our activities into simple, understandable mission objectives that are representative of our impact. The point is that, within the framework of a broader raison d’être, we can trace the specific elements that allow us to demonstrate our impact, taking into account the characteristics generally accepted in international standards: intentionality, additionality and measurability. It is also a matter of establishing minimum objectives and/or objective paths.
That’s why we’ve been working with the committee on a set of indicators representative of our different activities, allowing us to measure both the combined efforts and the impact we can generate. These indicators are detailed for all our activities, whether remunerative or not, specifying that all our contractual obligations are aligned with our mission.
For example, one of the obligations we have laid down in our articles of association is participation in public debate. We publish blog articles, reports and briefing papers, sometimes in academic journals or media such as the Council on Business & Society or the World Business Council on Human Rights. We also organize webinars where the public and stakeholders from different domains and backgrounds can meet each other and exchange ideas. We are also regularly invited to speak at international conferences and trade fairs, or to publish our views in other media. Finally, some of us are involved in teaching and academic activities at universities.
That is why we have chosen two types of indicators for this dimension of our activities:
- Indicators that show our collective effort to mobilize and participate in public debate: the time collectively spent producing this content (about 10% of our time) and the number of these contents in particular
- Indicators representing our impact: growth of our audience (web, social networks, newsletter, etc.), invitations and republications by different media, etc.
Given the diverse nature of our missions and customers, it has not been easy to find indicators that represent our impact: how can we measure the number of people reached or the geographical area when we are sometimes involved in large-scale impact projects, and sometimes in their definition and implementation of ESG policy that guides our clients?
We have therefore opted for a survey among our customers, which is carried out systematically 6 months to a year after the end of our contractual services, to measure whether our recommendations have been implemented, but also whether our customers feel that they have contributed to the progress. in their social and/or environmental policy.
Our SUTTI initiative aims to accelerate the transformation of agricultural value chains from the last mile: by working with various private (businesses and investors), public and societal stakeholders for the more than 500 million small-scale farmers that make up the world’s population. farms of less than 2 hectares, the vast majority of which do not have access to vocational training. The SUTTI solution consists of 3 modules – technical assistance (project design and management), low-tech digital solutions and impact financing – and our goal is to reach 1 million beneficiaries in 10 years, which we have started with various programs, in particular in Indonesia and Sri Lanka.
To translate our key objective of providing skills training, social inclusion, income growth and income diversification, along with improving environmental aspects, we have chosen the following indicators, which translate into target pathways with the aim of reaching 1 million within 10 years reach beneficiaries:
- Number of direct and indirect beneficiaries, including the share of women and youth, main beneficiaries in rural and agricultural areas
- Number of hours of training, both face-to-face and digitally through our SUTTI Digital Suite solution, enabling content distribution and data collection from farmers
- Increased income – including increased productivity on the main commodity grown and diversification of income from an activity offered by us
By monitoring these elements year after year and adjusting them as necessary, both the Ksapa teams and the Mission Committee will be able to achieve their missions and adapt our activities accordingly.
Download the 2021 mission report here and feel free to send us your feedback!