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Diagnose, decide, and transform
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APESA accompanies organizations in the assessment and transformation of their projects and business models. Our goal: to help you understand what creates value, what weakens your model, and the levers to activate to decide, prioritize, and transform sustainably.
Our three blocks of expertise can be structured as comprehensive support or deployed individually.
What impacts does your model generate? Which resources does it depend on? What risks is it exposed to?
We analyze the links between your activity, the environment, the resources mobilized, the stakeholders, and the territory. This reading allows for the identification of model vulnerabilities, as well as levers for sustainable value creation.
From natural capital to global strategic diagnosis
Strategic diagnosis of resources, impacts and dependencies
Analysis of environmental, social, and economic risks
Evaluation of natural capital
Analysis of double materiality / ESRS E4
What are the possible options? Which is the most robust, the most sustainable, and the best suited to your means?
We help you compare your scenarios, objectify your trade-offs, and build a study scope adapted to your problem. The challenge: to have a clear vision of the costs, benefits, impacts, risks, and conditions for success of each option
From targeted analysis to 360° vision
Techno-economic study and cost-benefit analysis
Scenario modeling: reference and alternative trajectories
Impact study and multi-criteria analysis
Comparison of trajectories and decision criteria
How can a good idea or an existing model be evolved so that it lasts over time?
We rely on the objectified results of the assessment to make your choices concrete, manageable, and adoptable by your teams and stakeholders. The goal: a monitored, adjusted, and measurable change trajectory.
From the roadmap to the managed trajectory
Sustainable economic model and transformation roadmap
Management tools and monitoring-evaluation indicators
Governance and stakeholder engagement
Integration into your CSR / CSRD / VSME processes
How can robust strategic decisions be made without understanding the real sustainability of one's business model?
Many economic models mobilize natural, human, social, economic, or territorial resources without knowing their degree of dependence, their vulnerability, or the cost of their degradation. The consequences are already visible: resource scarcity, supply chain disruptions, rising insurance and energy costs, exposure to climate shocks, etc.
Our mission: identify these vulnerabilities, objectify the risks and value creation levers, inform your decisions, secure your projects, and engage your stakeholders around a sustainable transformation.
Identify vulnerabilities
Objectify risks and value creation levers
Transform risks and levers into strategic advantages
Companies and economic structures: SMEs, mid-caps, large groups and their general, administrative, and financial management
Public and territorial actors: local authorities and managers of territorial or multi-actor projects
Social and Solidarity Economy (SSE) structures: associations, foundations, and actor networks
Transition project leaders: innovative projects, sectors, and ecosystems committed to CSR, CSRD, climate, biodiversity, etc.
Funders and support organizations: partners, support structures, etc.
Depending on the needs and context of the supported structures, we adjust the project around all or part of the following steps.
1.
Mapping and definition of scope
Identify the assets, resources, and flows relevant to the analysis: natural, material, human, relational, economic, territorial, financial, or organizational assets.
2.
Formalization of the current model and scenarios
Model the current operation, clarify key assumptions, and explore several evolution scenarios or possible alternatives.
3.
Analysis of impacts and dependencies
Qualify and, where relevant, quantify the services provided by the mobilized assets, the impacts generated, critical dependencies, non-maintenance costs, and degradation risks.
4.
Economic valuation of risks and opportunities
Mobilize quantitative and, where relevant, monetary methods to translate impacts, risks, and opportunities into elements useful for decision-making.
Economic valuation is used when data, available methods, and the project's maturity level allow. It does not constitute a systematic obligation nor a formal accounting translation of impacts.
5.
Evaluation and prioritization of trajectories
Compare different trajectories according to their feasibility, robustness, costs, benefits, impacts, and contribution to the model's sustainability.
6.
Integration into management and reporting
Integrate results into management tools, management systems, reporting processes, and relevant regulatory or voluntary frameworks.
The goal is to provide elements useful for strategic management and decision-making, without substituting for specialized audit, certification, or regulatory reporting work.
7.
Cooperation and setting in motion
Engage internal and external stakeholders to facilitate the appropriation of results, cooperation, and the progressive transformation of the business model.
An analysis of impacts, dependencies, resources, flows, risks, and conditions for maintaining the model allows for the objectification of its sustainability. The goal is to identify what creates value, what weakens the model, and the levers to activate to make it more robust.
No. The approach is adapted to the size, means, available data, and maturity of each organization. It can be conducted in an in-depth or progressive manner, depending on needs.
Yes, it can inform strategic reflections, double materiality analysis, and certain CSRD reporting elements, particularly when environmental, social, biodiversity, or value chain issues are material. It can also be mobilized in a voluntary approach, for example within the VSME framework for SMEs.
Not necessarily. The support can begin with a scoping phase to identify available data, missing data, assumptions to be tested, and the level of precision required for decision-making.
Reporting describes and structures information. Our approach primarily aims to use this information to decide, prioritize, secure a project, adjust an economic model, and build a transformation trajectory.
No. Our role is to provide economic, socio-economic, environmental, and strategic analysis useful for decision-making. We can rely on reference frameworks related to natural capital, double materiality, or sustainability reporting, but we do not act as an auditor, certifier, or producer of regulatory accounting statements.
3 chemin de sers, 64121 Montardon, France
contact@apesa.fr
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