{"id":27854,"date":"2026-06-24T08:47:17","date_gmt":"2026-06-24T07:47:17","guid":{"rendered":"https:\/\/www.labrador-transparency.com\/?p=27854"},"modified":"2026-06-24T15:57:23","modified_gmt":"2026-06-24T14:57:23","slug":"scor-transforme-reporting-financier-esg-reglementaire","status":"publish","type":"post","link":"https:\/\/www.labrador-transparency.com\/fr\/blog\/scor-transforme-reporting-financier-esg-reglementaire\/","title":{"rendered":"Comment Scor a transform\u00e9 son reporting financier, ESG et r\u00e9glementaire"},"content":{"rendered":"\t\t
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Entre l’arriv\u00e9e d’IFRS 17, les nouvelles exigences ESG et l’acc\u00e9l\u00e9ration des d\u00e9lais de publication, les directions financi\u00e8res doivent aujourd’hui produire davantage d’informations avec un niveau d’exigence toujours plus \u00e9lev\u00e9.<\/p>

Lors d’un atelier organis\u00e9 \u00e0 l’occasion de Workiva Accelerate, les \u00e9quipes de Scor ont partag\u00e9 leur retour d’exp\u00e9rience sur la transformation de leur processus de reporting et le d\u00e9ploiement de Workiva.<\/p>

Accompagn\u00e9 par Labrador pour l’impl\u00e9mentation de la solution mais aussi l\u2019accompagnement \u00e0 la r\u00e9alisation des documents, le groupe a men\u00e9 en quelques mois un projet ambitieux visant \u00e0 remplacer une cha\u00eene d’outils historiquement compos\u00e9e de SAP, BFC (Business Financial Consolidation), SAP Disclosure Management et de plusieurs solutions compl\u00e9mentaires d\u00e9di\u00e9es notamment au tagging XBRL et \u00e0 la production r\u00e9glementaire.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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Un contexte de plus en plus complexe<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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Pendant plusieurs ann\u00e9es, Scor s’appuyait sur une cha\u00eene d’outils qui permettait de r\u00e9pondre aux obligations r\u00e9glementaires. Le processus fonctionnait, mais reposait sur de nombreuses interventions manuelles, plusieurs solutions distinctes et une forte mobilisation des \u00e9quipes.<\/p>

L’entr\u00e9e en vigueur d’IFRS 17 a marqu\u00e9 un tournant. Les volumes de donn\u00e9es ont augment\u00e9, les reportings se sont complexifi\u00e9s et de nouvelles exigences, notamment li\u00e9es \u00e0 la CSRD, sont venues s’ajouter au dispositif existant. A noter \u00e9galement, l\u2019arriv\u00e9e prochaine de IFRS 18 qui viendra changer une part non n\u00e9gligeable des tableaux qu\u2019ils publient aujourd\u2019hui dans de nombreux documents.<\/p>

Par ailleurs, le groupe avait une d\u00e9pendance importante de ressources externes pour l\u2019exploitation et la mise \u00e0 jour de ses solutions.<\/p>

Face \u00e0 ce contexte et ces \u00e9volutions, le groupe a souhait\u00e9 repenser \u00e0 la fois ses outils et ses processus.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t

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Un objectif : centraliser et harmoniser<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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Trois priorit\u00e9s ont guid\u00e9 le projet :<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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  • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/path><\/svg>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tharmoniser les pratiques entre les \u00e9quipes ;<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
  • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/path><\/svg>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\tcentraliser les donn\u00e9es et les contributions dans un environnement unique<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t
  • \n\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t<\/path><\/svg>\t\t\t\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t\trenforcer la collaboration entre les nombreux contributeurs internes et externes<\/span>\n\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t
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    Pour s\u00e9lectionner sa future solution, Scor a men\u00e9 pendant un mois des POC (Proof of Concept<\/em>)\u00a0: des tests de validation sur des environnements restreints. Leur choix s\u2019est port\u00e9 sur Workiva. Plusieurs ateliers ont permis de faire tester les fonctionnalit\u00e9s jug\u00e9es essentielles \u00e0 l\u2019\u00e9quipe projet Scor : connexion aux diff\u00e9rentes sources de donn\u00e9es, gestion du XBRL, production des rapports r\u00e9glementaires, coordination des contributeurs et capacit\u00e9 \u00e0 centraliser l’ensemble des processus de reporting.<\/span><\/p>

    Au-del\u00e0 des fonctionnalit\u00e9s, l’accompagnement a constitu\u00e9 un crit\u00e8re d\u00e9terminant dans le choix final. Les \u00e9quipes de Scor soulignent notamment le r\u00f4le cl\u00e9 de Labrador dans la traduction des besoins m\u00e9tiers en solutions op\u00e9rationnelles, ainsi que sa capacit\u00e9 \u00e0 concevoir une impl\u00e9mentation adapt\u00e9e aux sp\u00e9cificit\u00e9s du groupe.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    Un projet ambitieux men\u00e9 en quelques mois<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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    Le projet ne s’est pas limit\u00e9 \u00e0 un seul document.<\/p>

    D\u00e8s la premi\u00e8re ann\u00e9e, Scor a fait le choix d’un p\u00e9rim\u00e8tre global particuli\u00e8rement large, couvrant plusieurs types de reportings, 2 langues et plusieurs entit\u00e9s du groupe : document d’enregistrement universel, rapports Solvabilit\u00e9 II publics et priv\u00e9s, reporting de durabilit\u00e9, questionnaires ESG, rapports financiers annuels et semestriels ainsi que diff\u00e9rents rapports techniques.<\/p>

    Plus de 250 utilisateurs ont \u00e9t\u00e9 embarqu\u00e9s dans la solution d\u00e8s l’ann\u00e9e 1.<\/p>

    Parall\u00e8lement au changement d’outil, le groupe a \u00e9galement revu plusieurs \u00e9l\u00e9ments de son organisation : accompagnement design par Labrador, nouveaux processus de validation avec des workflows<\/em> et nouvelles m\u00e9thodes de travail en impliquant dans l\u2019outil certains collaborateurs directs du COMEX (Comit\u00e9 Ex\u00e9cutif).<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    Des b\u00e9n\u00e9fices concrets d\u00e8s la premi\u00e8re production<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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    Les \u00e9quipes mettent en avant plusieurs gains obtenus d\u00e8s la premi\u00e8re campagne de reporting, sans r\u00e9gression op\u00e9rationnelle malgr\u00e9 l’ampleur de la transformation engag\u00e9e.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    Une meilleure fiabilit\u00e9 des donn\u00e9es<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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    Gr\u00e2ce aux connexions automatis\u00e9es aux diff\u00e9rentes sources de donn\u00e9es et aux m\u00e9canismes de liaison des tableaux et des chiffres dans le texte, les contr\u00f4les manuels ont \u00e9t\u00e9 fortement r\u00e9duits.<\/p>

    Les donn\u00e9es sont tra\u00e7ables de bout en bout et les risques d’erreurs li\u00e9s aux manipulations manuelles sont limit\u00e9s.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    Une coordination simplifi\u00e9e<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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    Les workflows<\/em> permettent de suivre en temps r\u00e9el l’avancement des contributions, des validations et des revues.<\/p>

    Les \u00e9changes avec les auditeurs, les maquettistes, les juristes ou les contributeurs sont centralis\u00e9s directement dans l’outil, ce qui r\u00e9duit les \u00e9changes dispers\u00e9s par e-mail et facilite le suivi des commentaires.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    Une meilleure gouvernance du processus<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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    Chaque action est trac\u00e9e : qui a modifi\u00e9 un contenu, valid\u00e9 une section ou r\u00e9pondu \u00e0 un commentaire.<\/p>

    Cette tra\u00e7abilit\u00e9 renforce la formalisation du processus et constitue un atout pour les \u00e9quipes de contr\u00f4le interne et les auditeurs.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    Un gain d'efficacit\u00e9 mesurable<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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    Selon le retour d’exp\u00e9riences partag\u00e9 lors de l’atelier, plus de 60 % des contributeurs estiment avoir gagn\u00e9 du temps gr\u00e2ce \u00e0 la solution d\u00e8s la premi\u00e8re ann\u00e9e d’utilisation.<\/p>

    Les \u00e9quipes soulignent \u00e9galement une r\u00e9duction significative des erreurs et une meilleure collaboration entre les diff\u00e9rents m\u00e9tiers impliqu\u00e9s dans la production des rapports.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    Au-del\u00e0 de l'outil : un projet de transformation<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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    L’un des enseignements majeurs de ce retour d’exp\u00e9rience est que la r\u00e9ussite du projet ne repose pas uniquement sur la technologie, mais aussi sur un accompagnement tout au long de l’impl\u00e9mentation jusqu\u2019\u00e0 la publication, port\u00e9 par l’expertise technique de Labrador et sa compr\u00e9hension des m\u00e9tiers du reporting financier, r\u00e9glementaire et extra-financier.<\/p>

    Pour Scor, l’enjeu n’\u00e9tait pas seulement de remplacer un outil, mais de construire un processus de reporting plus robuste, plus collaboratif et plus adapt\u00e9 aux exigences croissantes du reporting financier, r\u00e9glementaire et extra-financier d\u2019aujourd\u2019hui et de demain.<\/p>

    Un d\u00e9fi pleinement relev\u00e9.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

    Face \u00e0 l’arriv\u00e9e d’IFRS 17, de la CSRD et \u00e0 la complexification de ses reportings et en anticipation de la future norme de IFRS 18, Scor a entrepris une transformation de son processus de production r\u00e9glementaire. <\/p>\n","protected":false},"author":32,"featured_media":27869,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"footnotes":""},"categories":[188,114],"tags":[],"class_list":["post-27854","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-donnees-finance-esg","category-evenements-financiers"],"acf":[],"yoast_head":"\nComment Scor a transform\u00e9 son reporting financier, ESG et r\u00e9glementaire | Labrador Transparency<\/title>\n<meta name=\"description\" content=\"D\u00e9couvrez comment Scor a modernis\u00e9 son reporting financier, r\u00e9glementaire et ESG avec Workiva et 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