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Thanks to the fixed-price approach and the multidisciplinary team, the project delivered significant improvements in operational efficiency and process automation. Moreover, thanks to the partnership between Technesthai and the ",{"type":15,"tag":66,"props":88,"children":89},{},[90],{"type":70,"value":91},"SMACT Competence Center",{"type":70,"value":93},", the project benefited from partial funding through PNRR contributions.\n`",{"type":15,"tag":95,"props":96,"children":98},"h2",{"id":97},"the-company",[99],{"type":70,"value":100},"The Company",{"type":15,"tag":62,"props":102,"children":103},{},[104,106,110],{"type":70,"value":105},"Nextam Partners SIM is a securities brokerage company that offers advanced financial advisory services. To manage its operational\nactivities, it uses ",{"type":15,"tag":66,"props":107,"children":108},{},[109],{"type":70,"value":84},{"type":70,"value":111},", a proprietary platform in which the company decided to invest to increase operational efficiency and\nautomate key processes.",{"type":15,"tag":95,"props":113,"children":115},{"id":114},"the-challenge",[116],{"type":70,"value":117},"The Challenge",{"type":15,"tag":62,"props":119,"children":120},{},[121],{"type":70,"value":122},"Nextam was looking for a technology partner capable of supporting the evolution of its platform, ensuring cost and timeline certainty through a structured approach. The goal was to modernize critical operational processes while maintaining service continuity and meeting agreed deadlines.",{"type":15,"tag":95,"props":124,"children":126},{"id":125},"the-solution",[127],{"type":70,"value":128},"The Solution",{"type":15,"tag":62,"props":130,"children":131},{},[132,134,139],{"type":70,"value":133},"Technesthai designed a structured intervention across 6 areas of the Advisory II platform, managed with a ",{"type":15,"tag":66,"props":135,"children":136},{},[137],{"type":70,"value":138},"fixed-price",{"type":70,"value":140}," approach to\nguarantee cost and timeline certainty. The multidisciplinary team, composed of Senior Developers and Senior Consultants, contributed both\ntechnical expertise and financial domain knowledge gained through previous experience in the Financial Services sector.",{"type":15,"tag":62,"props":142,"children":143},{},[144],{"type":70,"value":145},"The intervention focused on:",{"type":15,"tag":147,"props":148,"children":149},"ul",{},[150,156,161,166,171],{"type":15,"tag":151,"props":152,"children":153},"li",{},[154],{"type":70,"value":155},"Automation of operational processes",{"type":15,"tag":151,"props":157,"children":158},{},[159],{"type":70,"value":160},"Integration of reporting directly into the core application",{"type":15,"tag":151,"props":162,"children":163},{},[164],{"type":70,"value":165},"Development of automated reconciliation features",{"type":15,"tag":151,"props":167,"children":168},{},[169],{"type":70,"value":170},"Optimization of data management processes",{"type":15,"tag":151,"props":172,"children":173},{},[174],{"type":70,"value":175},"Migration of functionalities toward centralized interfaces",{"type":15,"tag":62,"props":177,"children":178},{},[179],{"type":70,"value":180},"The project was completed between June and September 2025, meeting all\nagreed milestones without delays.",{"type":15,"tag":62,"props":182,"children":183},{},[184],{"type":70,"value":185},"An added value of the collaboration was Technesthai's support in accessing PNRR contributions through its partnership with the SMACT\nCompetence Center, allowing Nextam to benefit from significant public co-funding.",{"type":15,"tag":95,"props":187,"children":189},{"id":188},"the-results",[190],{"type":70,"value":191},"The Results",{"type":15,"tag":62,"props":193,"children":194},{},[195],{"type":70,"value":196},"The collaboration delivered tangible results for Nextam Partners SIM:",{"type":15,"tag":147,"props":198,"children":199},{},[200,210,220,230],{"type":15,"tag":151,"props":201,"children":202},{},[203,208],{"type":15,"tag":66,"props":204,"children":205},{},[206],{"type":70,"value":207},"Significant reduction in operational times",{"type":70,"value":209}," thanks to automation of previously manual activities.",{"type":15,"tag":151,"props":211,"children":212},{},[213,218],{"type":15,"tag":66,"props":214,"children":215},{},[216],{"type":70,"value":217},"Greater operational efficiency",{"type":70,"value":219}," through integration and centralization of processes and reporting.",{"type":15,"tag":151,"props":221,"children":222},{},[223,228],{"type":15,"tag":66,"props":224,"children":225},{},[226],{"type":70,"value":227},"On-time delivery",{"type":70,"value":229}," with completion of the project within the expected timeline without penalties or delays.",{"type":15,"tag":151,"props":231,"children":232},{},[233,238],{"type":15,"tag":66,"props":234,"children":235},{},[236],{"type":70,"value":237},"Optimized investment",{"type":70,"value":239}," thanks to access to PNRR funds facilitated by the partnership with SMACT.",{"type":15,"tag":62,"props":241,"children":242},{},[243],{"type":70,"value":244},"Technesthai's ability to combine technical expertise, experience in the Financial Services sector, and the capacity to leverage public funding mechanisms represented a decisive added value for the success of the project.",{"title":7,"searchDepth":25,"depth":25,"links":246},[247,248,249,250],{"id":97,"depth":25,"text":100},{"id":114,"depth":25,"text":117},{"id":125,"depth":25,"text":128},{"id":188,"depth":25,"text":191},"content:en:3.case-studies:3.nextam.md","en/3.case-studies/3.nextam.md","en/3.case-studies/3.nextam",{"loc":45},{"_path":256,"_dir":46,"_draft":6,"_partial":6,"_locale":7,"title":257,"description":258,"subtitle":259,"layout":50,"date":260,"image":261,"tags":262,"excerpt":268,"body":275,"_type":27,"_id":366,"_source":29,"_file":367,"_stem":368,"_extension":32,"sitemap":369},"/en/case-studies/who-cares","WhoCares","Case study on the WhoCares mobile-first platform connecting local charities with potential donors.","Connecting Charities and Donors with a Mobile-First Platform","2024-07-20","/images/case-studies/who-cares.jpg",[263,264,265,266,267],"Charity","Mobile Platform","Donations","User Location","Online Payment",{"type":12,"children":269},[270],{"type":15,"tag":62,"props":271,"children":272},{},[273],{"type":70,"value":274},"WhoCares is a pilot project that connects local charities with potential donors through a web and mobile platform, developed with a mobile-first design and modern technologies. The platform allows for the posting of charitable initiatives and integrated donations to enhance community engagement.",{"type":12,"children":276,"toc":360},[277,281,285,290,294,299,303,308,313,341,346,351,355],{"type":15,"tag":62,"props":278,"children":279},{},[280],{"type":70,"value":274},{"type":15,"tag":95,"props":282,"children":283},{"id":97},[284],{"type":70,"value":100},{"type":15,"tag":62,"props":286,"children":287},{},[288],{"type":70,"value":289},"WhoCares is a pilot project aimed at bridging the gap between local charitable organizations and people who can donate. The idea is to provide a common platform that connects people in need with those willing to help.",{"type":15,"tag":95,"props":291,"children":292},{"id":114},[293],{"type":70,"value":117},{"type":15,"tag":62,"props":295,"children":296},{},[297],{"type":70,"value":298},"The client's request was to create a mobile-first platform that allows charities to post their initiatives and donors to search for and donate to these initiatives. The platform needs to display initiatives based on the user's location and enable donors to donate through an integrated payment system.",{"type":15,"tag":95,"props":300,"children":301},{"id":125},[302],{"type":70,"value":128},{"type":15,"tag":62,"props":304,"children":305},{},[306],{"type":70,"value":307},"We developed a web and mobile platform that allows charitable organizations to post their initiatives and donors to search for and donate to these initiatives. The platform was developed with a mobile-first design and allows searching for initiatives based on the user's location.",{"type":15,"tag":62,"props":309,"children":310},{},[311],{"type":70,"value":312},"The technologies used include:",{"type":15,"tag":147,"props":314,"children":315},{},[316,321,326,331,336],{"type":15,"tag":151,"props":317,"children":318},{},[319],{"type":70,"value":320},"Vue.js and Vuetify for frontend development",{"type":15,"tag":151,"props":322,"children":323},{},[324],{"type":70,"value":325},".NET for backend development",{"type":15,"tag":151,"props":327,"children":328},{},[329],{"type":70,"value":330},"PostgreSQL as the database",{"type":15,"tag":151,"props":332,"children":333},{},[334],{"type":70,"value":335},"Docker for containerization",{"type":15,"tag":151,"props":337,"children":338},{},[339],{"type":70,"value":340},"Kubernetes for container orchestration",{"type":15,"tag":62,"props":342,"children":343},{},[344],{"type":70,"value":345},"We followed an agile development methodology to ensure rapid iteration and constant feedback with the client.",{"type":15,"tag":62,"props":347,"children":348},{},[349],{"type":70,"value":350},"Additionally, we integrated a payment system that allows donors to donate to initiatives directly from the platform.",{"type":15,"tag":95,"props":352,"children":353},{"id":188},[354],{"type":70,"value":191},{"type":15,"tag":62,"props":356,"children":357},{},[358],{"type":70,"value":359},"Several months after implementation, the project has garnered interest from various charitable organizations that have decided to invest in the platform, which can now become a reference point for local donations.",{"title":7,"searchDepth":25,"depth":25,"links":361},[362,363,364,365],{"id":97,"depth":25,"text":100},{"id":114,"depth":25,"text":117},{"id":125,"depth":25,"text":128},{"id":188,"depth":25,"text":191},"content:en:3.case-studies:2.who-cares.md","en/3.case-studies/2.who-cares.md","en/3.case-studies/2.who-cares",{"loc":256},{"_path":371,"_dir":46,"_draft":6,"_partial":6,"_locale":7,"title":372,"description":373,"subtitle":374,"layout":50,"date":375,"image":376,"tags":377,"excerpt":383,"body":390,"_type":27,"_id":559,"_source":29,"_file":560,"_stem":561,"_extension":32,"sitemap":562},"/en/case-studies/siver","S.I.Ver","Case study on optimizing S.I.Ver production with an AI system that reduces waste, lead times and downtime.","Production Optimization with AI","2024-07-15","/images/case-studies/siver.jpg",[378,379,380,381,382],"AI","Automation","Production Optimization","Sheet Metal Processing","Industrial Efficiency",{"type":12,"children":384},[385],{"type":15,"tag":62,"props":386,"children":387},{},[388],{"type":70,"value":389},"S.I.Ver, a company in the sheet metal processing sector, adopted an AI system from Technesthai to optimize their production process, improving efficiency, quality, and profitability. The system addresses complex challenges in selecting the optimal setting and has led to significant reductions in operational waste, order release times, and downtime.",{"type":12,"children":391,"toc":553},[392,396,400,405,409,414,419,424,457,461,466,519,523,528,537,545],{"type":15,"tag":62,"props":393,"children":394},{},[395],{"type":70,"value":389},{"type":15,"tag":95,"props":397,"children":398},{"id":97},[399],{"type":70,"value":100},{"type":15,"tag":62,"props":401,"children":402},{},[403],{"type":70,"value":404},"S.I.Ver, a company active in the sheet metal processing sector, relied on Technesthai to develop a cutting-edge AI system that optimizes the production process, increasing efficiency, quality, and profitability.",{"type":15,"tag":95,"props":406,"children":407},{"id":114},[408],{"type":70,"value":117},{"type":15,"tag":62,"props":410,"children":411},{},[412],{"type":70,"value":413},"The manufacturing industry is undergoing a significant transformation driven by artificial intelligence (AI).",{"type":15,"tag":62,"props":415,"children":416},{},[417],{"type":70,"value":418},"A crucial aspect of sheet metal processing is choosing the correct combination of machinery and tools necessary for a specific task - for example, a particular bend on a 40mm thick galvanized steel sheet. This choice, known as \"setting,\" is fundamental to ensure the quality of the final product and the efficiency of the production process. The choice of setting depends on both the technical specifications of the processing and concomitant factors, such as the availability of usable machines and the skills of the operator; it also significantly impacts production costs.",{"type":15,"tag":62,"props":420,"children":421},{},[422],{"type":70,"value":423},"Therefore, selecting the optimal setting presents several challenges:",{"type":15,"tag":147,"props":425,"children":426},{},[427,437,447],{"type":15,"tag":151,"props":428,"children":429},{},[430,435],{"type":15,"tag":66,"props":431,"children":432},{},[433],{"type":70,"value":434},"High complexity:",{"type":70,"value":436}," Choosing the optimal setting depends on multiple factors, including the characteristics of the sheet to be processed, available machines and tools, production priorities, and possible time constraints. Considering all these factors simultaneously is extremely difficult for a human.",{"type":15,"tag":151,"props":438,"children":439},{},[440,445],{"type":15,"tag":66,"props":441,"children":442},{},[443],{"type":70,"value":444},"Need for extensive experience:",{"type":70,"value":446}," Selecting the optimal setting requires specific skills and knowledge often not widespread within the company, as they develop over years of work. This limitation can lead to bottlenecks and suboptimal decisions with significant impacts on production.",{"type":15,"tag":151,"props":448,"children":449},{},[450,455],{"type":15,"tag":66,"props":451,"children":452},{},[453],{"type":70,"value":454},"Dynamism:",{"type":70,"value":456}," Unexpected events, such as tool breakage or operator absence, can disrupt the production schedule and require immediate and complete rescheduling. Managing such situations efficiently and promptly with manual methods is practically impossible.",{"type":15,"tag":95,"props":458,"children":459},{"id":125},[460],{"type":70,"value":128},{"type":15,"tag":62,"props":462,"children":463},{},[464],{"type":70,"value":465},"The AI system developed by Technesthai for S.I.Ver successfully addresses these challenges, offering an intelligent and automated solution for production process optimization. The main advantages of this technology include:",{"type":15,"tag":147,"props":467,"children":468},{},[469,479,489,499,509],{"type":15,"tag":151,"props":470,"children":471},{},[472,477],{"type":15,"tag":66,"props":473,"children":474},{},[475],{"type":70,"value":476},"Continuous machine learning:",{"type":70,"value":478}," The AI system automatically extracts the criteria for setting selection from historical production data, determining methods of association capable of generalizing even to cases not previously encountered. However, a human operator can modify the processing-setting associations proposed by the AI, allowing the AI to learn and improve its performance. This ensures that the system remains cutting-edge and able to adapt to changing production needs.",{"type":15,"tag":151,"props":480,"children":481},{},[482,487],{"type":15,"tag":66,"props":483,"children":484},{},[485],{"type":70,"value":486},"Setting optimization:",{"type":70,"value":488}," The AI analyzes production data in real-time to identify the optimal setting for each task, considering the entire production queue and minimizing the tool change times on the machines (re-setting). This ensures reduced processing times, maximum efficiency, and the best quality of the final product.",{"type":15,"tag":151,"props":490,"children":491},{},[492,497],{"type":15,"tag":66,"props":493,"children":494},{},[495],{"type":70,"value":496},"Waste reduction:",{"type":70,"value":498}," Precise setting selection prevents errors and defects in processing, significantly reducing the amount of scrap and rework. This translates into significant savings in materials and labor, as well as a lower likelihood of damaging machines or tool wear.",{"type":15,"tag":151,"props":500,"children":501},{},[502,507],{"type":15,"tag":66,"props":503,"children":504},{},[505],{"type":70,"value":506},"Increased productivity:",{"type":70,"value":508}," Optimizing cycle times and efficient machine use significantly increases overall productivity, allowing more to be produced in less time.",{"type":15,"tag":151,"props":510,"children":511},{},[512,517],{"type":15,"tag":66,"props":513,"children":514},{},[515],{"type":70,"value":516},"Better management of unforeseen events:",{"type":70,"value":518}," The AI can react in real-time to unexpected events, automatically rescheduling production to minimize disruptions and downtime. This ensures greater flexibility and resilience of the production system.",{"type":15,"tag":95,"props":520,"children":521},{"id":188},[522],{"type":70,"value":191},{"type":15,"tag":62,"props":524,"children":525},{},[526],{"type":70,"value":527},"Several months after implementation, we observed the following results:",{"type":15,"tag":529,"props":530,"children":531},"blockquote",{},[532],{"type":15,"tag":62,"props":533,"children":534},{},[535],{"type":70,"value":536},"17% reduction in operational waste by leveraging the AI application's suggestions in choosing the most appropriate equipment.",{"type":15,"tag":529,"props":538,"children":539},{},[540],{"type":15,"tag":62,"props":541,"children":542},{},[543],{"type":70,"value":544},"25% reduction in order release times thanks to the ability to start work and define the most appropriate setting without waiting for the availability of specialized personnel.",{"type":15,"tag":529,"props":546,"children":547},{},[548],{"type":15,"tag":62,"props":549,"children":550},{},[551],{"type":70,"value":552},"70% reduction in downtime using AI processes that assist personnel in selecting an alternative setting in the event of an unforeseen incident.",{"title":7,"searchDepth":25,"depth":25,"links":554},[555,556,557,558],{"id":97,"depth":25,"text":100},{"id":114,"depth":25,"text":117},{"id":125,"depth":25,"text":128},{"id":188,"depth":25,"text":191},"content:en:3.case-studies:1.siver.md","en/3.case-studies/1.siver.md","en/3.case-studies/1.siver",{"loc":371},[564,714,1294],{"_path":565,"_dir":566,"_draft":6,"_partial":6,"_locale":7,"title":567,"description":568,"layout":566,"type":569,"image":570,"date":571,"excerpt":572,"body":590,"_type":27,"_id":710,"_source":29,"_file":711,"_stem":712,"_extension":32,"sitemap":713},"/en/insights/impatto-rendicontazione-non-finanziaria","insights","Informational Dimensions Beyond Financial Statements: The Impact of Non-Financial Disclosures on Corporate Performance\n","Summary of a Bank of Italy study on the impact of non-financial disclosures on company performance.","article","/images/insights/BDI1498.jpg","2025-10-23T00:00:00.000Z",{"type":12,"children":573},[574],{"type":15,"tag":62,"props":575,"children":576},{},[577,579,588],{"type":70,"value":578},"The Bank of Italy recently published a ",{"type":15,"tag":580,"props":581,"children":585},"a",{"href":582,"rel":583},"https://www.bancaditalia.it/pubblicazioni/temi-discussione/2025/2025-1498/en_tema_1498.pdf",[584],"nofollow",[586],{"type":70,"value":587},"study",{"type":70,"value":589}," examining the impact of reducing administrative burdens for micro-enterprises (the so-called \"micro balance sheet\") on corporate performance.",{"type":12,"children":591,"toc":708},[592,602,607,612,617,650,658,663,681,686,694],{"type":15,"tag":62,"props":593,"children":594},{},[595,596,601],{"type":70,"value":578},{"type":15,"tag":580,"props":597,"children":599},{"href":582,"rel":598},[584],[600],{"type":70,"value":587},{"type":70,"value":589},{"type":15,"tag":62,"props":603,"children":604},{},[605],{"type":70,"value":606},"Quantitative information contained in corporate financial statements represents a crucial tool for investors and banking institutions. This data enables the adoption of objective criteria in evaluating corporate performance and creditworthiness.",{"type":15,"tag":62,"props":608,"children":609},{},[610],{"type":70,"value":611},"A central aspect of the corporate reporting debate concerns the inclusion of non-financial information within financial statements. These additional data - which may include economic forecasts, statements, and commentary from the board of directors - have the potential to deliver significant benefits, but are not without their challenges.",{"type":15,"tag":62,"props":613,"children":614},{},[615],{"type":70,"value":616},"On one hand, greater transparency in corporate information could improve the overall efficiency of financial markets. This translates into greater liquidity, a reduction in the cost of capital, and more targeted and informed managerial decision-making. On the other hand, the costs associated with collecting, managing, and disclosing this information - both direct and indirect - can represent a significant obstacle, especially for smaller enterprises.",{"type":15,"tag":62,"props":618,"children":619},{},[620,622,631,633,638,640,648],{"type":70,"value":621},"These considerations highlight the need for a balance between transparency and the sustainability of reporting burdens, particularly in light of the implementation of ",{"type":15,"tag":623,"props":624,"children":625},"em",{},[626],{"type":15,"tag":66,"props":627,"children":628},{},[629],{"type":70,"value":630},"Legislative Decree No. 139 of 2015",{"type":70,"value":632},", which allows micro-enterprises to prepare the so-called \"",{"type":15,"tag":66,"props":634,"children":635},{},[636],{"type":70,"value":637},"micro balance sheet",{"type":70,"value":639},"\" that does not require the preparation of the ",{"type":15,"tag":623,"props":641,"children":642},{},[643],{"type":15,"tag":66,"props":644,"children":645},{},[646],{"type":70,"value":647},"Nota Integrativa",{"type":70,"value":649},".",{"type":15,"tag":62,"props":651,"children":652},{},[653],{"type":15,"tag":66,"props":654,"children":655},{},[656],{"type":70,"value":657},"The Study",{"type":15,"tag":62,"props":659,"children":660},{},[661],{"type":70,"value":662},"The aforementioned reform came into effect starting from the 2016 financial year, and was therefore based on financial statement data from 2014 and 2015.\nThe investigation was conducted using data from CERVED, the Chambers of Commerce (Infocamere), the National Social Security Institute (INPS), and the Italian Central Credit Register. The analysis focused on independent limited liability companies in the private non-financial sector from 2013 to 2019 that had filed financial statements, reported non-negative value added, and had no non-performing loans. Furthermore, all observations that, in a given year, exceeded at least one of the thresholds for the abbreviated balance sheet were excluded from the sample.\nThe defined scope allowed for the identification of several effects attributable to the simplification of reporting obligations:",{"type":15,"tag":147,"props":664,"children":665},{},[666,671,676],{"type":15,"tag":151,"props":667,"children":668},{},[669],{"type":70,"value":670},"The adoption of the \"micro balance sheet\" did not show significant effects on corporate cost structures.",{"type":15,"tag":151,"props":672,"children":673},{},[674],{"type":70,"value":675},"The information contained in non-financial reporting is used by credit institutions in assessing creditworthiness; consequently, its reduction translates into more difficult access to credit for those micro-enterprises that cannot rely on an established reputation within the credit system.",{"type":15,"tag":151,"props":677,"children":678},{},[679],{"type":70,"value":680},"The removal of such information can lead to the termination of existing banking relationships, due to an increase in the perceived risk by financial intermediaries.",{"type":15,"tag":62,"props":682,"children":683},{},[684],{"type":70,"value":685},"The results further highlight that the choice not to disclose information is more likely for firms with a more established reputation and less pressing transparency demands from other shareholders.\nOn the other hand, the size of the credit institution also plays a determining role in lending decisions: smaller banks in Italy are characterized, in fact, by a more intensive use of \"soft\" information in assessing a firm's creditworthiness.",{"type":15,"tag":62,"props":687,"children":688},{},[689],{"type":15,"tag":66,"props":690,"children":691},{},[692],{"type":70,"value":693},"Conclusions",{"type":15,"tag":62,"props":695,"children":696},{},[697,699,706],{"type":70,"value":698},"The conducted analysis highlights how ",{"type":15,"tag":623,"props":700,"children":701},{},[702],{"type":15,"tag":66,"props":703,"children":704},{},[705],{"type":70,"value":630},{"type":70,"value":707},", although aimed at reducing the informational burden for businesses, did not produce significant effects on operating costs. Instead, the main impact of the regulation was concentrated on the financial dimension, limiting the capacity to access credit and, consequently, undermining growth potential. Therefore, the choice to voluntarily provide more comprehensive non-financial disclosure configures itself as a strategic decision for the future of the enterprise itself.",{"title":7,"searchDepth":25,"depth":25,"links":709},[],"content:en:6.insights:impatto-rendicontazione-non-finanziaria.md","en/6.insights/impatto-rendicontazione-non-finanziaria.md","en/6.insights/impatto-rendicontazione-non-finanziaria",{"loc":565},{"_path":715,"_dir":566,"_draft":6,"_partial":6,"_locale":7,"title":716,"description":717,"layout":566,"type":569,"image":718,"date":719,"excerpt":720,"body":741,"_type":27,"_id":1290,"_source":29,"_file":1291,"_stem":1292,"_extension":32,"sitemap":1293},"/en/insights/cndcec-carbonwashing","Beyond greenwashing: focus on carbon washing and corporate risks\n","Analysis of carbon washing, corporate risks and methods to make ESG data more reliable.","/images/insights/carbonwashing-image.jpg","2025-09-23T00:00:00.000Z",{"type":12,"children":721},[722],{"type":15,"tag":62,"props":723,"children":724},{},[725,727,740],{"type":70,"value":726},"The Italian Council of Chartered Accountants and Accounting Experts (Consiglio Nazionale dei Dottori Commercialisti e degli Esperti Contabili, CNDCEC), together with the Italian Foundation of Accountants (Fondazione Nazionale dei Commercialisti, FNC), has recently published an operational document on ",{"type":15,"tag":580,"props":728,"children":731},{"href":729,"rel":730},"https://commercialisti.it/wp-content/uploads/2025/09/2025_09_15_Metodologie-operative-per-mitigare-i-rischi-di-carbon-washing_.pdf",[584],[732],{"type":15,"tag":623,"props":733,"children":734},{},[735],{"type":15,"tag":66,"props":736,"children":737},{},[738],{"type":70,"value":739},"methodologies for mitigating the risks associated with carbon washing practices",{"type":70,"value":649},{"type":12,"children":742,"toc":1288},[743,759,764,803,822,827,866,871,886,905,924,936,948,1002,1014,1026,1076,1087,1101,1115,1120,1145,1162,1211,1218,1235,1283],{"type":15,"tag":62,"props":744,"children":745},{},[746,747,758],{"type":70,"value":726},{"type":15,"tag":580,"props":748,"children":750},{"href":729,"rel":749},[584],[751],{"type":15,"tag":623,"props":752,"children":753},{},[754],{"type":15,"tag":66,"props":755,"children":756},{},[757],{"type":70,"value":739},{"type":70,"value":649},{"type":15,"tag":62,"props":760,"children":761},{},[762],{"type":70,"value":763},"The current economic landscape is marked by increasing attention to decarbonization strategies, driven by:",{"type":15,"tag":147,"props":765,"children":766},{},[767,779,791],{"type":15,"tag":151,"props":768,"children":769},{},[770,772,777],{"type":70,"value":771},"An ",{"type":15,"tag":66,"props":773,"children":774},{},[775],{"type":70,"value":776},"evolving regulatory framework",{"type":70,"value":778},", which, although still stabilizing, sets a clear direction toward greater transparency;",{"type":15,"tag":151,"props":780,"children":781},{},[782,784,789],{"type":70,"value":783},"The crucial importance of ",{"type":15,"tag":66,"props":785,"children":786},{},[787],{"type":70,"value":788},"corporate reputation",{"type":70,"value":790}," in the eyes of investors, consumers, and other stakeholders;",{"type":15,"tag":151,"props":792,"children":793},{},[794,796,801],{"type":70,"value":795},"The availability of ",{"type":15,"tag":66,"props":797,"children":798},{},[799],{"type":70,"value":800},"financial incentives",{"type":70,"value":802}," tied to low environmental impact projects.",{"type":15,"tag":62,"props":804,"children":805},{},[806,808,813,815,820],{"type":70,"value":807},"However, the ",{"type":15,"tag":66,"props":809,"children":810},{},[811],{"type":70,"value":812},"fragmentation and lack of standardization",{"type":70,"value":814}," of sustainability reporting and monitoring schemes create an environment in which companies may be incentivized to publish ",{"type":15,"tag":623,"props":816,"children":817},{},[818],{"type":70,"value":819},"green claims",{"type":70,"value":821}," that do not fully reflect their actual environmental performance.",{"type":15,"tag":62,"props":823,"children":824},{},[825],{"type":70,"value":826},"The motivations behind these misleading statements often stem from:",{"type":15,"tag":147,"props":828,"children":829},{},[830,842,854],{"type":15,"tag":151,"props":831,"children":832},{},[833,835,840],{"type":70,"value":834},"The attempt to strengthen ",{"type":15,"tag":66,"props":836,"children":837},{},[838],{"type":70,"value":839},"competitive advantage",{"type":70,"value":841}," in a market sensitive to environmental, social, and corporate governance issues;",{"type":15,"tag":151,"props":843,"children":844},{},[845,847,852],{"type":70,"value":846},"The desire to achieve ",{"type":15,"tag":66,"props":848,"children":849},{},[850],{"type":70,"value":851},"greater profits",{"type":70,"value":853}," through a more favorable brand perception;",{"type":15,"tag":151,"props":855,"children":856},{},[857,859,864],{"type":70,"value":858},"The goal of enhancing ",{"type":15,"tag":66,"props":860,"children":861},{},[862],{"type":70,"value":863},"reputation",{"type":70,"value":865}," in the absence of verified and solid environmental performance.",{"type":15,"tag":62,"props":867,"children":868},{},[869],{"type":70,"value":870},"This practice, beyond exposing companies to reputational risks and potential litigation, undermines stakeholder trust and obstructs a genuine and measurable ecological transition.",{"type":15,"tag":62,"props":872,"children":873},{},[874],{"type":15,"tag":66,"props":875,"children":876},{},[877,879,884],{"type":70,"value":878},"Origins of the ",{"type":15,"tag":623,"props":880,"children":881},{},[882],{"type":70,"value":883},"Carbon 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",{"type":15,"tag":623,"props":911,"children":912},{},[913],{"type":70,"value":914},"greenwashing",{"type":70,"value":916},", known as ",{"type":15,"tag":623,"props":918,"children":919},{},[920],{"type":70,"value":921},"carbon washing",{"type":70,"value":923},". This practice involves the deliberate underestimation or falsification of data regarding greenhouse gas (GHG) emissions, aimed at gaining economic and reputational advantages.",{"type":15,"tag":62,"props":925,"children":926},{},[927],{"type":15,"tag":66,"props":928,"children":929},{},[930,932],{"type":70,"value":931},"Indicators and Practices Related to ",{"type":15,"tag":623,"props":933,"children":934},{},[935],{"type":70,"value":883},{"type":15,"tag":62,"props":937,"children":938},{},[939,941,946],{"type":70,"value":940},"CNDCEC and FNC have identified a series of ",{"type":15,"tag":623,"props":942,"children":943},{},[944],{"type":70,"value":945},"bad practices",{"type":70,"value":947}," and indicators that may characterize carbon washing:",{"type":15,"tag":147,"props":949,"children":950},{},[951,962,967,972,977,982,987,992,997],{"type":15,"tag":151,"props":952,"children":953},{},[954,956,960],{"type":70,"value":955},"Overly ambitious environmental declarations (",{"type":15,"tag":623,"props":957,"children":958},{},[959],{"type":70,"value":819},{"type":70,"value":961},") not supported by concrete action plans or a real commitment from management to implement sustainability projects;",{"type":15,"tag":151,"props":963,"children":964},{},[965],{"type":70,"value":966},"Predominant use of speculative GHG offsetting schemes without significant internal emission reduction initiatives;",{"type":15,"tag":151,"props":968,"children":969},{},[970],{"type":70,"value":971},"Partial and inconsistent environmental data collection and measurement processes, conducted with non-replicable methodologies;",{"type":15,"tag":151,"props":973,"children":974},{},[975],{"type":70,"value":976},"Use of emission calculation methods lacking scientific grounding, marked by methodological opacity and high discretion in estimation;",{"type":15,"tag":151,"props":978,"children":979},{},[980],{"type":70,"value":981},"Poorly detailed environmental performance reporting, lacking comparability over time or showing contradictions across different disclosures;",{"type":15,"tag":151,"props":983,"children":984},{},[985],{"type":70,"value":986},"Selective information disclosure, aimed at highlighting only positive or partial data on emissions;",{"type":15,"tag":151,"props":988,"children":989},{},[990],{"type":70,"value":991},"Fragmented and unharmonized sustainability information dissemination across various channels (e.g., reports, websites, blogs), with possible inconsistencies;",{"type":15,"tag":151,"props":993,"children":994},{},[995],{"type":70,"value":996},"Lack of a solid internal governance framework and assurance processes for validating carbon data;",{"type":15,"tag":151,"props":998,"children":999},{},[1000],{"type":70,"value":1001},"Absence of independent external verification conducted by qualified and accredited third parties on carbon emission data.",{"type":15,"tag":62,"props":1003,"children":1004},{},[1005],{"type":15,"tag":66,"props":1006,"children":1007},{},[1008,1010],{"type":70,"value":1009},"Methodology for Preventing Corporate ",{"type":15,"tag":623,"props":1011,"children":1012},{},[1013],{"type":70,"value":883},{"type":15,"tag":62,"props":1015,"children":1016},{},[1017,1019,1024],{"type":70,"value":1018},"The document outlines a ",{"type":15,"tag":66,"props":1020,"children":1021},{},[1022],{"type":70,"value":1023},"methodological approach",{"type":70,"value":1025}," to prevent carbon washing, based on a materiality factor analysis and structured in two operational phases:",{"type":15,"tag":1027,"props":1028,"children":1029},"ol",{},[1030,1043],{"type":15,"tag":151,"props":1031,"children":1032},{},[1033,1041],{"type":15,"tag":623,"props":1034,"children":1035},{},[1036],{"type":15,"tag":66,"props":1037,"children":1038},{},[1039],{"type":70,"value":1040},"Ex-ante phase",{"type":70,"value":1042},": assessment of the qualitative and quantitative aspects of environmental declarations issued by corporate management to verify their preliminary consistency and reliability.",{"type":15,"tag":151,"props":1044,"children":1045},{},[1046,1054,1056],{"type":15,"tag":623,"props":1047,"children":1048},{},[1049],{"type":15,"tag":66,"props":1050,"children":1051},{},[1052],{"type":70,"value":1053},"Ex-post phase",{"type":70,"value":1055},": implementation of a follow-up control process, including:\n",{"type":15,"tag":147,"props":1057,"children":1058},{},[1059,1071],{"type":15,"tag":151,"props":1060,"children":1061},{},[1062,1064,1069],{"type":70,"value":1063},"The application of the ",{"type":15,"tag":623,"props":1065,"children":1066},{},[1067],{"type":70,"value":1068},"Life Cycle Assessment",{"type":70,"value":1070}," (LCA) methodology, aimed at scientifically calculating GHG emissions generated throughout the full life cycle of the organization’s products or 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The directive sets out minimum requirements for the reliability and transparency of voluntary environmental claims and eco-labeling systems in business-to-consumer practices.",{"type":15,"tag":62,"props":1116,"children":1117},{},[1118],{"type":70,"value":1119},"In this regulatory context, the LCA methodology is positioned as a tool aligned with European requirements, as it allows for:",{"type":15,"tag":147,"props":1121,"children":1122},{},[1123,1128,1140],{"type":15,"tag":151,"props":1124,"children":1125},{},[1126],{"type":70,"value":1127},"Identifying the main environmental impact factors of a product or service through a structured scientific evaluation;",{"type":15,"tag":151,"props":1129,"children":1130},{},[1131,1133,1138],{"type":70,"value":1132},"Considering the entire life cycle of the product, including the whole value chain (",{"type":15,"tag":623,"props":1134,"children":1135},{},[1136],{"type":70,"value":1137},"supply chain",{"type":70,"value":1139},");",{"type":15,"tag":151,"props":1141,"children":1142},{},[1143],{"type":70,"value":1144},"Providing an objective and verifiable basis for environmental claims, thus helping to mitigate greenwashing phenomena, including unintentional ones.",{"type":15,"tag":62,"props":1146,"children":1147},{},[1148,1150,1160],{"type":70,"value":1149},"This methodology, applicable to all types of organizations, is governed at the national level by ",{"type":15,"tag":580,"props":1151,"children":1154},{"href":1152,"rel":1153},"https://store.uni.com/uni-en-iso-14044-2021",[584],[1155],{"type":15,"tag":66,"props":1156,"children":1157},{},[1158],{"type":70,"value":1159},"UNI EN ISO 14044:2021",{"type":70,"value":1161}," and consists of the following four phases:",{"type":15,"tag":1027,"props":1163,"children":1164},{},[1165,1175,1188,1201],{"type":15,"tag":151,"props":1166,"children":1167},{},[1168,1173],{"type":15,"tag":66,"props":1169,"children":1170},{},[1171],{"type":70,"value":1172},"Definition of objectives and rationale requiring an LCA analysis",{"type":70,"value":1174},". This phase includes defining the methodologies, the operational boundaries of the assessment, and the LCA models used;",{"type":15,"tag":151,"props":1176,"children":1177},{},[1178,1186],{"type":15,"tag":623,"props":1179,"children":1180},{},[1181],{"type":15,"tag":66,"props":1182,"children":1183},{},[1184],{"type":70,"value":1185},"Life Cycle Inventory",{"type":70,"value":1187},", focused on collecting input data (e.g., raw materials and energy) and output data (e.g., emissions to air, water, and soil, including waste generation) related to the analyzed system;",{"type":15,"tag":151,"props":1189,"children":1190},{},[1191,1199],{"type":15,"tag":623,"props":1192,"children":1193},{},[1194],{"type":15,"tag":66,"props":1195,"children":1196},{},[1197],{"type":70,"value":1198},"Life Cycle Impact Assessment",{"type":70,"value":1200},", which evaluates the environmental performance of the product and/or service based on the LCI results through four sub-phases:\n3.1 classification of inputs/outputs into relevant impact categories;\n3.2 calculation of each input/output's contribution to impact categories and aggregation within categories;\n3.3 normalization of results to allow comparability across impact categories;\n3.4 application of weighting factors reflecting the perceived importance of each life cycle impact category;",{"type":15,"tag":151,"props":1202,"children":1203},{},[1204,1209],{"type":15,"tag":66,"props":1205,"children":1206},{},[1207],{"type":70,"value":1208},"Interpretation of results",{"type":70,"value":1210},", the final phase dedicated to a critical analysis of findings, including completeness, sensitivity, and consistency checks.",{"type":15,"tag":62,"props":1212,"children":1213},{},[1214],{"type":15,"tag":66,"props":1215,"children":1216},{},[1217],{"type":70,"value":693},{"type":15,"tag":62,"props":1219,"children":1220},{},[1221,1223,1227,1229,1233],{"type":70,"value":1222},"The evolving environmental regulatory landscape and the market's growing sensitivity to robust ESG criteria make it essential to adopt a more rigorous approach to ",{"type":15,"tag":623,"props":1224,"children":1225},{},[1226],{"type":70,"value":914},{"type":70,"value":1228}," — particularly ",{"type":15,"tag":623,"props":1230,"children":1231},{},[1232],{"type":70,"value":921},{"type":70,"value":1234}," practices.",{"type":15,"tag":62,"props":1236,"children":1237},{},[1238,1240,1248,1250,1258,1260,1268,1270,1275,1277,1282],{"type":70,"value":1239},"In response to this need, CNDCEC and FNC promote a strategic and integrated approach, encouraging companies to adopt the ",{"type":15,"tag":623,"props":1241,"children":1242},{},[1243],{"type":15,"tag":66,"props":1244,"children":1245},{},[1246],{"type":70,"value":1247},"LCA methodology",{"type":70,"value":1249}," as a scientific standard for quantifying environmental impact, alongside the integration of ",{"type":15,"tag":623,"props":1251,"children":1252},{},[1253],{"type":15,"tag":66,"props":1254,"children":1255},{},[1256],{"type":70,"value":1257},"Carbon Management Accounting",{"type":70,"value":1259}," (CMA) into accounting systems and the ",{"type":15,"tag":623,"props":1261,"children":1262},{},[1263],{"type":15,"tag":66,"props":1264,"children":1265},{},[1266],{"type":70,"value":1267},"implementation of advanced technological solutions",{"type":70,"value":1269},", such as the ",{"type":15,"tag":623,"props":1271,"children":1272},{},[1273],{"type":70,"value":1274},"Internet of Things",{"type":70,"value":1276}," and ",{"type":15,"tag":623,"props":1278,"children":1279},{},[1280],{"type":70,"value":1281},"Edge Computing",{"type":70,"value":649},{"type":15,"tag":62,"props":1284,"children":1285},{},[1286],{"type":70,"value":1287},"This approach, which combines methodological rigor, accounting integration, and digital innovation, forms the foundation for building credible environmental claims, mitigating reputational and legal risks, and driving a transparent ecological transition.",{"title":7,"searchDepth":25,"depth":25,"links":1289},[],"content:en:6.insights:CNDCEC-carbonwashing.md","en/6.insights/CNDCEC-carbonwashing.md","en/6.insights/CNDCEC-carbonwashing",{"loc":715},{"_path":1295,"_dir":566,"_draft":6,"_partial":6,"_locale":7,"title":1296,"description":1297,"layout":566,"type":569,"image":1298,"date":1299,"excerpt":1300,"body":1330,"_type":27,"_id":1672,"_source":29,"_file":1673,"_stem":1674,"_extension":32,"sitemap":1675},"/en/insights/efrag-stateofplay2025","Sustainable transition and reporting: EFRAG data on Italian non-financial companies\n","Analysis of 2025 EFRAG data on sustainable transition and reporting among Italian non-financial companies.","/images/insights/ESG-agreement.jpg","2025-08-06T00:00:00.000Z",{"type":12,"children":1301},[1302],{"type":15,"tag":62,"props":1303,"children":1304},{},[1305,1307,1312,1314,1321,1323,1328],{"type":70,"value":1306},"Throughout 2025, significant developments occurred in the field of sustainability reporting. 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In parallel, the European Commission presented the so-called \"",{"type":15,"tag":623,"props":1324,"children":1325},{},[1326],{"type":70,"value":1327},"Omnibus",{"type":70,"value":1329},"\" proposal (first package adopted in April 2025), aimed at simplifying EU sustainability reporting regulations.",{"type":12,"children":1331,"toc":1670},[1332,1352,1371,1385,1393,1412,1417,1425,1444,1449,1614,1621,1632,1637],{"type":15,"tag":62,"props":1333,"children":1334},{},[1335,1336,1340,1341,1346,1347,1351],{"type":70,"value":1306},{"type":15,"tag":623,"props":1337,"children":1338},{},[1339],{"type":70,"value":1311},{"type":70,"value":1313},{"type":15,"tag":580,"props":1342,"children":1344},{"href":1316,"rel":1343},[584],[1345],{"type":70,"value":1320},{"type":70,"value":1322},{"type":15,"tag":623,"props":1348,"children":1349},{},[1350],{"type":70,"value":1327},{"type":70,"value":1329},{"type":15,"tag":62,"props":1353,"children":1354},{},[1355,1357,1362,1364,1369],{"type":70,"value":1356},"At the same time, large companies already subject to the NFRD – the so-called ",{"type":15,"tag":623,"props":1358,"children":1359},{},[1360],{"type":70,"value":1361},"Wave 1",{"type":70,"value":1363}," – began publishing their sustainability statements for the 2024 financial year, in line with the ",{"type":15,"tag":623,"props":1365,"children":1366},{},[1367],{"type":70,"value":1368},"European Sustainability Reporting Standards",{"type":70,"value":1370}," (ESRS). The objective is to offer greater transparency and awareness to stakeholders on environmental, social and governance (ESG) topics.",{"type":15,"tag":62,"props":1372,"children":1373},{},[1374,1376,1383],{"type":70,"value":1375},"EFRAG, in its recent ",{"type":15,"tag":580,"props":1377,"children":1380},{"href":1378,"rel":1379},"https://www.efrag.org/en/news-and-calendar/news/efrag-launches-esrs-statistics-and-report-portal-on-the-2025issued-esrs-sustainability-statements",[584],[1381],{"type":70,"value":1382},"analysis",{"type":70,"value":1384}," of sustainability statements published in 2025, highlighted several ongoing challenges: the interpretation of standards, the consistency of the information provided, and the efficiency of reporting processes remain critical issues in the initial implementation phase.",{"type":15,"tag":62,"props":1386,"children":1387},{},[1388],{"type":15,"tag":66,"props":1389,"children":1390},{},[1391],{"type":70,"value":1392},"Scope of the analysis",{"type":15,"tag":62,"props":1394,"children":1395},{},[1396,1398,1403,1405,1410],{"type":70,"value":1397},"EFRAG’s analysis covers sustainability statements for the 2024 fiscal year, prepared in accordance with the CSRD and collected as of April 20, 2025. A ",{"type":15,"tag":66,"props":1399,"children":1400},{},[1401],{"type":70,"value":1402},"Generative AI-based approach",{"type":70,"value":1404}," was used to support this analysis, with results subsequently verified manually on a selected sample. In parallel, a second analytical stream was developed based on a series of ",{"type":15,"tag":66,"props":1406,"children":1407},{},[1408],{"type":70,"value":1409},"case studies",{"type":70,"value":1411},": companies with particularly relevant elements were selected, anonymized, and analyzed individually.",{"type":15,"tag":62,"props":1413,"children":1414},{},[1415],{"type":70,"value":1416},"Within the European context, Italy ranks fourth in terms of the number of CSRD-aligned sustainability reports, with 57 non-financial companies (classified by NACE code) and 8 financial institutions (including banks, insurers, and other financial entities).",{"type":15,"tag":62,"props":1418,"children":1419},{},[1420],{"type":15,"tag":66,"props":1421,"children":1422},{},[1423],{"type":70,"value":1424},"Focus on Italian non-financial companies",{"type":15,"tag":62,"props":1426,"children":1427},{},[1428,1430,1435,1437,1442],{"type":70,"value":1429},"Within the analyzed scope, the leading ",{"type":15,"tag":66,"props":1431,"children":1432},{},[1433],{"type":70,"value":1434},"Italian non-financial companies",{"type":70,"value":1436}," that published CSRD-aligned sustainability statements largely belong to the ",{"type":15,"tag":66,"props":1438,"children":1439},{},[1440],{"type":70,"value":1441},"manufacturing sector",{"type":70,"value":1443}," (31 companies). This is followed by the information and communication sector (7), professional, scientific and technical activities (7), and the electricity, gas, steam and air conditioning supply sector (6).",{"type":15,"tag":62,"props":1445,"children":1446},{},[1447],{"type":70,"value":1448},"The themes analyzed by EFRAG include:",{"type":15,"tag":147,"props":1450,"children":1451},{},[1452,1462,1553,1568,1604],{"type":15,"tag":151,"props":1453,"children":1454},{},[1455,1460],{"type":15,"tag":66,"props":1456,"children":1457},{},[1458],{"type":70,"value":1459},"Average number of report pages",{"type":70,"value":1461},": companies in the energy sector (electricity, gas, steam, air conditioning) stand out with the longest reports, averaging 157 pages, followed by the manufacturing sector (137 pages) and professional, scientific and technical activities (104 pages). EFRAG’s analysis indicates that report length is strongly influenced by sectoral and geographical context, which shapes both reporting expectations and practices.",{"type":15,"tag":151,"props":1463,"children":1464},{},[1465,1470,1472,1477,1479,1484,1486,1491,1493,1498,1500,1505,1507,1512,1514,1519,1521,1526,1528,1533,1535,1539,1541,1545,1547,1551],{"type":15,"tag":66,"props":1466,"children":1467},{},[1468],{"type":70,"value":1469},"Materiality of ESRS topical standards",{"type":70,"value":1471},": on average, Italian companies identified ",{"type":15,"tag":66,"props":1473,"children":1474},{},[1475],{"type":70,"value":1476},"7 ESRS topical standards",{"type":70,"value":1478}," as material. The most frequently reported topics include: ",{"type":15,"tag":66,"props":1480,"children":1481},{},[1482],{"type":70,"value":1483},"climate change",{"type":70,"value":1485}," (E1, 96% of companies), ",{"type":15,"tag":66,"props":1487,"children":1488},{},[1489],{"type":70,"value":1490},"own workforce",{"type":70,"value":1492}," (S1, 96%), ",{"type":15,"tag":66,"props":1494,"children":1495},{},[1496],{"type":70,"value":1497},"business conduct",{"type":70,"value":1499}," (G1, 93%), ",{"type":15,"tag":66,"props":1501,"children":1502},{},[1503],{"type":70,"value":1504},"circular economy",{"type":70,"value":1506}," (E5, 79%), ",{"type":15,"tag":66,"props":1508,"children":1509},{},[1510],{"type":70,"value":1511},"workers in the value chain",{"type":70,"value":1513}," (S2, 77%), ",{"type":15,"tag":66,"props":1515,"children":1516},{},[1517],{"type":70,"value":1518},"consumers and end users",{"type":70,"value":1520}," (S4, 77%), and ",{"type":15,"tag":66,"props":1522,"children":1523},{},[1524],{"type":70,"value":1525},"pollution",{"type":70,"value":1527}," (E2, 46%).\nAt the ",{"type":15,"tag":66,"props":1529,"children":1530},{},[1531],{"type":70,"value":1532},"sub-topic",{"type":70,"value":1534}," level, the following elements emerge:\na. For ",{"type":15,"tag":66,"props":1536,"children":1537},{},[1538],{"type":70,"value":1483},{"type":70,"value":1540},", the most commonly reported sub-topics are mitigation and energy use (88%), followed by climate change adaptation (72%);\nb. In the area of ",{"type":15,"tag":66,"props":1542,"children":1543},{},[1544],{"type":70,"value":1490},{"type":70,"value":1546},", working conditions are the most relevant sub-topic (91%);\nc. Regarding ",{"type":15,"tag":66,"props":1548,"children":1549},{},[1550],{"type":70,"value":1497},{"type":70,"value":1552},", the most material sub-topic is corruption and bribery (79%), followed by supplier relationships (56%) and corporate culture (54%).",{"type":15,"tag":151,"props":1554,"children":1555},{},[1556,1566],{"type":15,"tag":66,"props":1557,"children":1558},{},[1559,1564],{"type":15,"tag":623,"props":1560,"children":1561},{},[1562],{"type":70,"value":1563},"Stakeholders",{"type":70,"value":1565}," involved in the double materiality assessment",{"type":70,"value":1567}," are primarily internal stakeholders, followed by suppliers, customers, and investors.",{"type":15,"tag":151,"props":1569,"children":1570},{},[1571,1581,1583,1588,1590,1595,1597,1602],{"type":15,"tag":66,"props":1572,"children":1573},{},[1574,1579],{"type":15,"tag":623,"props":1575,"children":1576},{},[1577],{"type":70,"value":1578},"Focus",{"type":70,"value":1580}," on environmental aspects",{"type":70,"value":1582},": only 21% of companies declared having a ",{"type":15,"tag":66,"props":1584,"children":1585},{},[1586],{"type":70,"value":1587},"climate transition plan",{"type":70,"value":1589}," (significantly below the European average of 56%); 12% reported using an ",{"type":15,"tag":66,"props":1591,"children":1592},{},[1593],{"type":70,"value":1594},"internal carbon price",{"type":70,"value":1596}," (ICP) to attribute costs to GHG emissions (compared to a 24% European average); and 19% disclose ",{"type":15,"tag":66,"props":1598,"children":1599},{},[1600],{"type":70,"value":1601},"biodiversity metrics",{"type":70,"value":1603}," (vs. a European average of 32%). The main Italian companies disclosing this information belong to the energy sector (electricity, gas, steam, air conditioning).",{"type":15,"tag":151,"props":1605,"children":1606},{},[1607,1612],{"type":15,"tag":66,"props":1608,"children":1609},{},[1610],{"type":70,"value":1611},"Adequate wage in the European Economic Area",{"type":70,"value":1613},": 97% of Italian companies declare that their workers receive adequate remuneration (as required by relevant regulations).",{"type":15,"tag":62,"props":1615,"children":1616},{},[1617],{"type":15,"tag":66,"props":1618,"children":1619},{},[1620],{"type":70,"value":693},{"type":15,"tag":62,"props":1622,"children":1623},{},[1624,1626,1630],{"type":70,"value":1625},"Although the regulatory framework is still evolving, the publication of the first sustainability statements aligned with the ",{"type":15,"tag":623,"props":1627,"children":1628},{},[1629],{"type":70,"value":1368},{"type":70,"value":1631}," (ESRS) marks a significant step toward increased transparency on environmental, social and governance (ESG) issues.",{"type":15,"tag":62,"props":1633,"children":1634},{},[1635],{"type":70,"value":1636},"The analysis highlights that Italian companies have clearly identified key material topics, but also shows that the effective integration of ESG factors into corporate decision-making processes is still at an early stage. In particular, content inconsistency, limited adoption of climate transition plans, and sparse use of advanced tools such as internal carbon pricing signal ample room for improvement.",{"type":15,"tag":62,"props":1638,"children":1639},{},[1640,1642,1647,1649,1654,1656,1661,1663,1668],{"type":70,"value":1641},"To generate real impact, it will be ",{"type":15,"tag":66,"props":1643,"children":1644},{},[1645],{"type":70,"value":1646},"crucial",{"type":70,"value":1648}," for companies to strengthen their ",{"type":15,"tag":66,"props":1650,"children":1651},{},[1652],{"type":70,"value":1653},"internal processes for ESG data collection, analysis and communication",{"type":70,"value":1655},", thus transforming ",{"type":15,"tag":66,"props":1657,"children":1658},{},[1659],{"type":70,"value":1660},"reporting",{"type":70,"value":1662}," into a ",{"type":15,"tag":66,"props":1664,"children":1665},{},[1666],{"type":70,"value":1667},"strategic tool",{"type":70,"value":1669}," that supports business decision-making and stakeholder trust.",{"title":7,"searchDepth":25,"depth":25,"links":1671},[],"content:en:6.insights:EFRAG-StateofPlay2025.md","en/6.insights/EFRAG-StateofPlay2025.md","en/6.insights/EFRAG-StateofPlay2025",{"loc":1295},[1677,1894,2059,2254],{"_path":1678,"_dir":1679,"_draft":6,"_partial":6,"_locale":7,"title":1680,"description":1681,"heroTitle":1682,"seoTitle":1683,"subtitle":1684,"website":1685,"layout":1688,"date":1689,"image":1690,"bullets":1691,"why":1705,"how_to":1722,"dashboard":1735,"seoSections":1763,"modules":1779,"cases":1798,"faq":1852,"excerpt":1884,"body":1886,"_type":27,"_id":1890,"_source":29,"_file":1891,"_stem":1892,"_extension":32,"sitemap":1893},"/en/products/dynamic-business-planner","products","Dynamic Business Planner","Business plan software for SMEs focused on financial planning, sensitivity analysis and business crisis monitoring.","Dynamic Business Planner, business plan software for SMEs","Dynamic Business Planner (DBP) | Business Plan Software for SMEs | Technesthai","The business plan software designed for SMEs as a tool for financial planning, access to credit and business crisis monitoring.",{"url":1686,"label":1687},"https://www.tech-dbp.com","Learn more on the official website","product-dbp","2020-11-20","/images/products/dbp/dbp-logo-colored.png",[1692,1696,1699,1702],{"title":1693,"text":1694,"icon":1695},"Simplicity and Power","The simplicity of access and use of DBP combines with real-time calculation, thanks to the power provided by the Cloud.","i-heroicons-shield-check",{"title":1697,"text":1698,"icon":1695},"Standardization, Replicability, Comparability","In DBP, the format for financial statement reclassification and Business Plan creation is standardized to facilitate economic evaluations, sharing with external stakeholders, transparency, and comparability.",{"title":1700,"text":1701,"icon":1695},"Strategic Planning","During the Business Plan creation phase, DBP allows for highly granular assumptions on the evolution of individual income statement items, always ensuring consistency of financial statement accounts.",{"title":1703,"text":1704,"icon":1695},"Analysis and Stress Testing","In addition to profitability, liquidity, business risk, and sustainability analysis tools, DBP also allows scenario analysis and stress testing.",{"title":1706,"description":1707,"list":1708,"image":1721},"Why create a business plan?","For a small to medium-sized enterprise (SME), preparing a Forecast Plan can serve various purposes:",[1709,1712,1715,1718],{"title":1710,"text":7,"icon":1711},"Financial planning and management control","stash:plan",{"title":1713,"text":7,"icon":1714},"Access to credit","dashicons:bank",{"title":1716,"text":7,"icon":1717},"Regulatory and audit requirements","carbon:document-requirements",{"title":1719,"text":7,"icon":1720},"Mergers and acquisitions (M&A) operations","la:acquisitions-incorporated","/images/products/dbp/dbp_why.png",{"title":1723,"sections":1724},"And how to test it with Scenario analysis?",[1725,1730],{"text":1726,"images":1727},"DBP allows you to test the plan created, by challenging its underling hypothesis with different scenarios on growth, interest rates, cost of work and    materials and several others, allowing to easily compare the stressed outcome to the original plan. This is a key feature to easily identify potential risks risk factors in the plan and outline efficient remediation strategies to investors and banks.",[1728,1729],"/images/products/dbp/en/scenario_creation.png","/images/products/dbp/en/scenario_list.png",{"text":1731,"images":1732},"Each scenario can be represented in different ways to better highlight the differences from the original plan",[1733,1734],"/images/products/dbp/en/difference_relative.png","/images/products/dbp/en/difference_scenario.png",{"title":1736,"text":1737,"images":1738,"parts":1742,"finality":1748},"Crisis Alert Dashboard","With the adoption of the new Business Crisis and Insolvency Code, bankruptcy law prescribes a new approach to business crisis management: regularly monitoring income, equity, and financial indicators to intervene promptly and preserve business continuity. \u003Cbr>\u003Cbr> To support this need, Technesthai offers the Crisis Alert Dashboard, a monitoring tool that provides a clear overview of a company's health status, enabling timely identification of potential warning signs.",[1739,1740,1741],"/images/products/dbp/monitoraggio.png","/images/products/dbp/indicatori_previsionali.png","/images/products/dbp/indicatori_storici.png",{"title":1743,"list":1744},"The dashboard consists of three parts:",[1745,1746,1747],"Some synthetic indicators selected specifically for the company and directly compared with defined thresholds","A forward-looking component on a monthly basis, consisting of two histograms with different indicators related to the current year.","A historical component on an annual basis, with several indicators grouped in 4 charts.",{"title":1749,"list":1750},"Its objectives",[1751,1754,1757,1760],{"title":1752,"text":7,"icon":1753},"Analysis of historical trends to evaluate adopted strategies.","carbon:text-link-analysis",{"title":1755,"text":7,"icon":1756},"Tracking of key indicators with a forward-looking perspective to prevent bankruptcy and protect assets.","mdi:protected-outline",{"title":1758,"text":7,"icon":1759},"Monitoring key indicators and comparing them with predefined limits for timely detection of corporate distress.","eos-icons:monitoring",{"title":1761,"text":7,"icon":1762},"Supporting debt restructuring negotiations to overcome the crisis.","i-heroicons:shield-check",[1764,1767,1770,1773,1776],{"title":1765,"text":1766},"Financial planning software","Dynamic Business Planner is financial planning software that helps SMEs build consistent forecasts, compare scenarios and share the business plan with banks, investors and supervisory bodies.",{"title":1768,"text":1769},"Excel alternative for business plans","For teams still building plans in spreadsheets, DBP is an Excel alternative for business plans with automatic accounting consistency, assumption control, financing management and immediate scenario comparison.",{"title":1771,"text":1772},"What a business plan is used for","A business plan is used to translate objectives, investments, expected revenues and funding needs into a readable economic and balance sheet framework that supports decisions, planning and dialogue with the banking system.",{"title":1774,"text":1775},"Business plan sensitivity analysis","Business plan sensitivity analysis shows how the plan reacts when revenues, costs, interest rates and external shocks change, creating a more robust basis for credit review and managerial decisions.",{"title":1777,"text":1778},"Business crisis dashboard","The business crisis dashboard combines historical and forward-looking indicators to help companies monitor early warning signs and activate the measures required by the Italian Business Crisis Code in time.",{"title":1780,"description":1781,"list":1782},"The Modular Application","Dynamic Business Planner was developed following a modular approach that allows users to easily and intuitively navigate through the various functionalities and graphical interfaces.",[1783,1787,1791,1794],{"title":1784,"text":1785,"icon":1786},"Financial Statements","Allows uploading the company’s filed Financial Statements in standardized format or, if not yet filed, manually adding them (always maintaining the standardized starting format).","i-material-symbols-empty-dashboard-rounded",{"title":1788,"text":1789,"icon":1790},"Forecast Plans","Facilitates the creation of the Business Plan from standardized financial statements, supports data entry, calculates real-time projections, offers advanced reporting, and enables economic-financial stress testing.","i-material-symbols-bar-chart-4-bars",{"title":1736,"text":1792,"icon":1793},"The tool helps companies comply with the new obligations of the Business Crisis Code, by facilitating the regular monitoring of the company's financial health and providing a clear and timely overview of emerging risks, with the goal of preventing crises and supporting debt renegotiation to protect assets.","mingcute:dashboard-line",{"title":1795,"text":1796,"icon":1797},"Industry Stress Testing","Allows users to translate macroeconomic or climate shocks (defined based on scenarios provided by institutional sources) into impacts on key financial statement items (Revenue, Costs, EBITDA, …).","i-material-symbols-exercise-outline",{"title":1799,"description":1800,"list":1801},"Use Cases","Dynamic Business Planner is currently used by SMEs, Accounting Firms, and Private Equity Funds for various purposes. Here are some examples.",[1802,1818,1833,1843],{"who":1803,"why":1804,"benefits":1805},"SME operating in the Services sector","Business Plan aimed at requesting financing of €500k to support the hiring of new staff for expansion into new business units.",[1806,1809,1812,1815],{"text":1807,"icon":1808},"Reduction in BP development time","i-ph:rocket-launch",{"text":1810,"icon":1811},"Reduction in operational risk","i-ph:shield-checkered-fill",{"text":1813,"icon":1814},"Increased effectiveness in sharing and communication with the Bank","i-ph:user-sound",{"text":1816,"icon":1817},"Higher likelihood of approval","i-ph:chart-line-up",{"who":1819,"why":1820,"benefits":1821},"Accounting Firm","The BP was created to demonstrate to the audit body that the company had developed a 3-year BP sustainable from a liquidity perspective, even in the face of adverse economic scenarios.",[1822,1825,1827,1830],{"text":1823,"more":7,"icon":1824},"Replicability of BP from the client’s filed financial statements","i-ph:copy-fill",{"text":1826,"more":7,"icon":1808},"Reduction in time requirements",{"text":1828,"more":7,"icon":1829},"Use of the \"stress-test\" functionality","i-ph:castle-turret",{"text":1831,"more":7,"icon":1832},"Increased sharing effectiveness","i-ph:share-network",{"who":1834,"why":1835,"benefits":1836},"Private Equity Fund","Dynamic Business Planner was used by the fund’s analysts as a tool to evaluate potential target companies, focusing on their ability to generate profit in the medium to long term (5-7 years).",[1837,1839,1840],{"text":1838,"more":7,"icon":1808},"Ease and timeliness",{"text":1828,"more":7,"icon":1829},{"text":1841,"more":7,"icon":1842},"Comparability","i-ph:square-split-horizontal",{"who":1819,"why":1844,"benefits":1845},"The firm supported its client (a company operating in the distribution of orthopedic products) in developing a BP to plan the opening of 5 new stores (in new areas not yet covered).",[1846,1848,1851],{"text":1847,"more":7,"icon":1817},"Increased value in the service provided",{"text":1849,"more":7,"icon":1850},"Reduction in risk and time requirements","i-ph:timer",{"text":1831,"more":7,"icon":1832},{"title":22,"items":1853},[1854,1857,1860,1863,1866,1869,1872,1875,1878,1881],{"question":1855,"answer":1856},"Can statutory financial statements be used instead of CeBi financial statements?","The CeBi financial statement format (Centrale dei Bilanci) is a systematic reclassification of statutory financial statements prepared under Articles 2424-2427 of the Italian Civil Code, implementing the Fourth EEC Directive: it transforms the legal/scalar format into a functional format for credit analysis. CeBi financial statements are the standard adopted by Italian banks to assess counterparties and make financial statements of companies in different sectors comparable. It is possible to start from statutory financial statements, but they must still be converted to the CeBi format before being entered into Dynamic Business Planner (DBP): this reclassification must be performed outside the platform.",{"question":1858,"answer":1859},"How is business plan sensitivity analysis performed?","The most effective way to assess the soundness of the assumptions underlying the plan is to use the “Scenarios” feature in Dynamic Business Planner (DBP). The tool allows users to duplicate the original plan and make controlled changes to one component at a time, so that the impact of each variation can be isolated. Users can introduce alternative dynamics compared with the initial assumptions or simulate real shocks, such as an adverse macroeconomic scenario or a contraction in demand. The alternative financial statements generated provide a basis for comparative analysis against the original plan, in absolute or percentage terms. This sensitivity analysis is required by banks during credit assessment under the EBA Guidelines on loan origination and monitoring (EBA/GL/2020/06).",{"question":1861,"answer":1862},"How does the “Crisis Dashboard” flag business distress?","Article 2086 of the Italian Civil Code, as amended by the Business Crisis Code (Legislative Decree 14/2019), requires entrepreneurs to establish an organizational, administrative and accounting structure suited to the nature and size of the company, including for the purpose of promptly detecting any signs of crisis. The Crisis Dashboard integrated into Dynamic Business Planner (DBP) supports this obligation by combining two levels of analysis: trend indicators compared with historical performance and the plan, and indicators defined specifically for the relevant sector and compared with thresholds customized to the company's characteristics. As values approach critical levels, the indicators are highlighted in orange and, when thresholds are exceeded, in red. This enables the administrative body to activate the measures provided for by law before the crisis materializes.",{"question":1864,"answer":1865},"Can existing debt details be entered to reconstruct debt dynamics over the plan years?","In statutory financial statements, financial debt is represented as a balance at a given date: this snapshot does not allow principal repayments, interest and residual maturity to be projected correctly over the plan years. Dynamic Business Planner (DBP) includes the “Existing financing” sheet, which allows granular details of individual debt positions to be entered, including amortization schedule, interest rate and maturities. The platform automatically reconstructs debt dynamics over future financial years, consistently feeding both the income statement (financial expenses), the balance sheet (net financial position) and cash flows. This feature is essential for producing credible plans for a bank or investor.",{"question":1867,"answer":1868},"How is a business plan built in DBP?","Dynamic Business Planner (DBP) does not start from a blank sheet. Instead, it provides users with a structured base of estimates for the main financial statement items, automatically calculated from the historical performance of previous financial years. These forecasts are consistent with the assumptions made about revenue evolution and provide an initial forward-looking picture aligned with the company's dynamics. From this base, each item can be modified at any time, and each change automatically updates the related components, ensuring accounting consistency across the income statement, balance sheet and cash flow statement. This guided approach significantly reduces plan preparation time and allows users to assess the impact of changes on projections in real time.",{"question":1870,"answer":1871},"What is a business plan used for, and when is a business plan mandatory?","A business plan is the document that translates a business idea into a multi-year economic and financial model, structured around expected income statement, balance sheet and cash flow data. Preparing one is not formally mandatory in general terms, but it becomes necessary to access bank financing, attract investors or participate in public calls for funding. From a regulatory standpoint, Article 2086 of the Italian Civil Code, as amended by the Business Crisis Code (Legislative Decree 14/2019), requires entrepreneurs to adopt organizational, administrative and accounting structures suitable for the timely detection of crisis: the business plan is a central tool for fulfilling this obligation. Dynamic Business Planner (DBP) allows users to produce it according to the standards expected by the Italian banking system and integrates it with the Crisis Dashboard for monitoring early warning indicators.",{"question":1873,"answer":1874},"Where is the best place to start when creating a good business plan?","To build a solid business plan, it is advisable to start by identifying the investments needed to develop the initiative, whether for a new business line or for productivity improvement projects in strategic areas. These investments must be matched with the related sources of funding, distinguishing between equity and debt capital to ensure sustainable financial balance. At the same time, it is essential to estimate expected revenues while considering market dynamics and the company's competitive positioning. Dynamic Business Planner (DBP) structures the creation of a new plan in exactly this order: users are guided to enter planned investments and related funding sources first, then revenue assumptions, and finally they see the effects automatically propagate to the other financial statement items.",{"question":1876,"answer":1877},"What support is available for first-time DBP users?","Dynamic Business Planner (DBP) is designed with a guided interface and simplified operating logic, created to support even non-expert users in activities that would otherwise require specific technical skills. All features are described in detail in the online manual, which is continuously updated to reflect product evolution and the introduction of new features. The manual is structured to allow users to progressively explore the different areas of the platform, from reclassifying historical financial statements to building the forward-looking plan, up to scenario analysis and the Crisis Dashboard. This allows users to gain operational autonomy gradually and improve the quality of the analyses produced over time.",{"question":1879,"answer":1880},"How can a divestment or sale of business assets be managed?","In Dynamic Business Planner (DBP), it is possible to manage divestment transactions and sales of business assets, both tangible and intangible, while fully representing choices to reduce or reallocate investments over time. The feature is not implemented through a single dedicated procedure, but requires the transaction to be reconstructed through a sequence of steps that include updating balance sheet items, cash and the economic effects connected with the disposal (capital gains, capital losses, reversal of accumulated depreciation). The steps are described in detail in the online manual. This approach ensures full accounting consistency of the transaction across all plan statements.",{"question":1882,"answer":1883},"Is DBP an Excel alternative for business plans?","Excel is still the most widely used tool for building business plans, but it has well-known structural limitations: lack of version control, risk of formula errors, difficulty updating the model when assumptions change, and lack of accounting consistency across statements. Dynamic Business Planner (DBP) overcomes these limits by natively applying the accounting relationships between income statement, balance sheet and cash flow statement: every change automatically propagates to the linked items. The platform is also aligned with the CeBi format required by banks and includes specific modules (Crisis Dashboard, Scenarios, Financing) that would need to be rebuilt manually in Excel. The time needed to prepare a plan is significantly reduced compared with building an Excel file from scratch.",{"type":12,"children":1885},[],{"type":12,"children":1887,"toc":1888},[],{"title":7,"searchDepth":25,"depth":25,"links":1889},[],"content:en:2.products:1.dynamic-business-planner.md","en/2.products/1.dynamic-business-planner.md","en/2.products/1.dynamic-business-planner",{"loc":1678},{"_path":1895,"_dir":1679,"_draft":6,"_partial":6,"_locale":7,"title":1896,"description":1897,"heroTitle":1898,"seoTitle":1899,"subtitle":1900,"layout":1901,"date":1902,"image":1903,"bullets":1904,"why":1917,"seoSections":1929,"modules":1942,"cases":1967,"taxonomy":2018,"faq":2023,"excerpt":2049,"body":2051,"_type":27,"_id":2055,"_source":29,"_file":2056,"_stem":2057,"_extension":32,"sitemap":2058},"/en/products/dynamic-sustainability-report","Dynamic Sustainability Report","Sustainability reporting software for SMEs and ESG consultants, designed to create VSME sustainability reports and manage ESG data.","Dynamic Sustainability Report, sustainability reporting software and VSME software","Dynamic Sustainability Report (DSR) | VSME and ESG Software for SMEs | Technesthai","The sustainability reporting software that helps SMEs and ESG consultants produce VSME reports and manage ESG data in an orderly way.","product-esg","2025-01-15","/images/products/esg/dsr-logo-colored.png",[1905,1908,1911,1914],{"title":1906,"text":1907,"icon":1695},"Voluntary Sustainability Declaration (VSME Standards)","Prepared by EFRAG and later recommended by the European Commission, the VSME Standards (“Voluntary Standard for non-listed Small- and Medium-sized Enterprises”) provide a simple and standardized ESG reporting framework for unlisted SMEs and micro-enterprises to facilitate communication with investors, banks, and business partners.",{"title":1909,"text":1910,"icon":1695},"Document for Sustainability Dialogue between SMEs and Banks","Drafted by the Sustainable Finance Committee (chaired by the Ministry of Economy and Finance (MEF) and composed of entities such as the Ministry of the Environment and Energy Security, the Ministry of Enterprises and Made in Italy, Bank of Italy, CONSOB, IVASS, and COVIP), this document supports unlisted SMEs and micro-enterprises in the Italian market in collecting ESG information, facilitating the standardization of bank requirements, and reducing administrative burdens.",{"title":1912,"text":1913,"icon":1695},"Credit Reports & Corporate Resilience","Collecting ESG information according to European and national methodological guidelines facilitates access to financing and public funds, improving companies' competitiveness. Moreover, investing in reducing environmental impact increases corporate resilience to energy and climate shocks.",{"title":1915,"text":1916,"icon":1695},"EU Environmental Taxonomy","Regulation (EU) 2020/852 provides the criteria to define an environmentally sustainable economic activity, aiming to attract sustainable investments and counter greenwashing.",{"title":1918,"description":7,"list":1919},"Why collect sustainability data?",[1920,1923,1925,1927],{"title":1921,"text":7,"icon":1922},"Voluntary Sustainability Declaration \u003Cbr> (VSME Standards)","iconoir:stats-report",{"title":1909,"text":7,"icon":1924},"material-symbols:table-large-rounded",{"title":1912,"text":7,"icon":1926},"hugeicons:agreement-02",{"title":1915,"text":7,"icon":1928},"ri:leaf-fill",[1930,1933,1936,1939],{"title":1931,"text":1932},"SME sustainability report","An SME sustainability report brings together environmental, social and governance information in one document that can be shared with customers, banks, investors and supply chain partners.",{"title":1934,"text":1935},"ESG software for SMEs","For companies without a dedicated in-house team, ESG software for SMEs helps organize requests, data sources, methodological notes and final outputs in a more orderly and verifiable workflow.",{"title":1937,"text":1938},"What the VSME standard is","The VSME standard is the voluntary reference developed by EFRAG for sustainability reporting by unlisted SMEs and micro-enterprises, with an approach that is more proportionate than the full ESRS framework.",{"title":1940,"text":1941},"Difference between VSME and ESRS","The difference between VSME and ESRS lies above all in proportionality: VSME is designed for unlisted SMEs with lighter information requirements, while ESRS responds to the full obligations of the CSRD.",{"title":1943,"description":1944,"list":1945},"How is sustainability data collected?","Dynamic Sustainability Report is a SaaS platform designed to simplify and optimize the voluntary sustainability reporting process, reducing time, costs, and complexity.",[1946,1950,1958],{"title":1947,"text":1948,"image":1949},"Optimize your reporting process","The solution guides users in collecting ESG information, taking into account national feautures, to prepare the voluntary sustainability declaration according to European or national guidelines.","/images/products/esg/en/dsr_reporting.png",{"title":1906,"text":1951,"bulletList":1952,"image":1957},"Through the modular approach, it is possible to prepare your voluntary sustainability declaration for each thematic area:",[1953,1954,1955,1956],"\u003Cb>General Information\u003C/b>","\u003Cb>Environmental Metrics\u003C/b>","\u003Cb>Social Metrics\u003C/b>","\u003Cb>Governance Metrics\u003C/b>","/images/products/esg/en/dsr_modulo_omnicomprensivo.png",{"title":1959,"text":1960,"bulletList":1961,"image":1966},"Sustainability Dialogue between SMEs and Banks","The application supports users in completing ESG information according to the thematic areas defined by the Sustainable Finance Committee:",[1953,1962,1963,1964,1965],"\u003Cb>Climate Change Mitigation and Adaptation\u003C/b>","\u003Cb>Environment\u003C/b>","\u003Cb>Society and Workforce\u003C/b>","\u003Cb>Business Conduct\u003C/b>","/images/products/esg/en/dsr_dichiarazione.png",{"title":1799,"description":1968,"list":1969},"Dynamic Sustainability Report is a tool designed to support SMEs and ESG consultants in various application areas. Below are some examples of use.",[1970,1982,1994,2006],{"who":1971,"why":1972,"benefits":1973},"Value Chain","Companies subject to the CSRD Directive have a regulatory obligation to collect sustainability information also from micro and small-medium enterprises (SMEs) in their supply chain, even though these are not required to provide mandatory reporting.",[1974,1976,1978,1980],{"text":1975,"icon":1811},"Reduction of operational and reputational risk",{"text":1977,"icon":1808},"Reduction in the time needed to prepare the voluntary sustainability statement",{"text":1979,"icon":1814},"Increased efficiency in data sharing",{"text":1981,"icon":1824},"Alignment with the main Italian and European guidelines",{"who":1983,"why":1984,"benefits":1985},"Access to Credit","Micro and small-medium enterprises that submit a voluntary sustainability statement can more easily access subsidized financing or dedicated funds and obtain better economic conditions in terms of interest rates applied.",[1986,1988,1990,1992],{"text":1987,"more":7,"icon":1814},"More effective communication with financial institutions",{"text":1989,"more":7,"icon":1817},"Increased likelihood of a positive credit decision",{"text":1991,"more":7,"icon":1695},"Improved economic conditions applied to credit",{"text":1993,"more":7,"icon":1824},"Compliance with main Italian and European best practices",{"who":1995,"why":1996,"benefits":1997},"Reputation and Business Opportunities","A voluntary sustainability statement strengthens the reputation of micro and small-medium enterprises, making them more attractive to clients, business partners, and investors.",[1998,2000,2002,2004],{"text":1999,"more":7,"icon":1695},"Strengthening of competitive position and creation of new business opportunities",{"text":2001,"more":7,"icon":1829},"Increased customer loyalty",{"text":2003,"more":7,"icon":1832},"Development of new strategic partnerships",{"text":2005,"more":7,"icon":1817},"Creation of competitive advantages through sustainable practices",{"who":2007,"why":2008,"benefits":2009},"Impact on Corporate Strategy","Micro and small-medium enterprises that adopt a structured approach to sustainability are more resilient to external risks and market shocks.",[2010,2012,2014,2016],{"text":2011,"more":7,"icon":1808},"Reduction in energy costs",{"text":2013,"more":7,"icon":1695},"Efficient use of company resources",{"text":2015,"more":7,"icon":1811},"Reduction in employee turnover",{"text":2017,"more":7,"icon":1814},"Increased corporate attractiveness",{"title":2019,"description":2020,"images":2021},"European Union Taxonomy","The EU Taxonomy solution allows companies of any size to verify the environmental sustainability level of their economic activities according to EU regulations and to make sustainable investment decisions. Using their ATECO code, companies can consult environmental objectives and, through a dichotomous questionnaire, collect information quickly and easily, supporting them in their reporting obligations.",[2022],"/images/products/esg/en/esg-taxonomy-2-eng.jpg",{"title":22,"items":2024},[2025,2028,2031,2034,2037,2040,2043,2046],{"question":2026,"answer":2027},"What is the VSME standard, and who is it for?","The VSME (Voluntary Sustainability Reporting Standard for non-listed SMEs) is the voluntary sustainability reporting standard developed by EFRAG for unlisted small and medium-sized enterprises and micro-enterprises. The European Commission adopted it with Recommendation (EU) 2025/1710 of 30 July 2025, inviting SMEs excluded from CSRD obligations (Directive (EU) 2022/2464) to use it to communicate environmental, social and governance information in a structured way. VSME is designed as a proportionate framework for companies with up to 1,000 employees that receive ESG information requests from banks, customers or supply-chain partners. Technesthai's Dynamic Sustainability Report (DSR) fully implements the standard through modular questionnaires and automates the production of the final report.",{"question":2029,"answer":2030},"What is Dynamic Sustainability Report (DSR)?","Dynamic Sustainability Report (DSR) is Technesthai's SaaS platform for preparing sustainability reports according to the VSME standard (Voluntary Sustainability Reporting Standard for non-listed SMEs). It guides companies through the collection of ESG information using a structured checklist and a semi-automated completion flow, supported by artificial intelligence components that pre-populate the qualitative sections of the report. DSR is designed for unlisted SMEs and micro-enterprises that receive sustainability reporting requests from banks, customers or value-chain partners, as well as for ESG consultants who support them. The product returns a compliant VSME report, ready to be shared with stakeholders or submitted to voluntary assurance.",{"question":2032,"answer":2033},"What is the difference between VSME and ESRS?","VSME and ESRS (European Sustainability Reporting Standards) are both developed by EFRAG, but they address different needs. ESRS are the mandatory standard for companies subject to the CSRD (Directive (EU) 2022/2464): they require an in-depth double materiality assessment, alignment with the EU Taxonomy (Regulation (EU) 2020/852) and more than one thousand potential datapoints. VSME is a much leaner voluntary standard, structured around a basic module and a comprehensive module, proportionate to the information capacity of unlisted SMEs. For a company with up to 1,000 employees, VSME covers the typical requests from banks and supply-chain customers with a significantly lower reporting burden. Dynamic Sustainability Report (DSR) natively supports the VSME standard.",{"question":2035,"answer":2036},"When is an SME sustainability report really required?","Unlisted SMEs are increasingly subject to ESG information requests from banks, large corporate customers and supply-chain partners. Banks request sustainability data during credit assessment to align with the EBA Guidelines on loan origination and monitoring (EBA/GL/2020/06); large companies subject to the CSRD must collect information along the value chain and tend to pass the request on to smaller suppliers. Publishing a VSME report means responding to these requests with a single, standardized and comparable document, avoiding the need to complete dozens of different questionnaires. Dynamic Sustainability Report (DSR) allows SMEs to build this report through a guided process, even without a dedicated ESG team.",{"question":2038,"answer":2039},"What data is needed for a VSME report?","VSME requires information across three areas: environmental (energy consumption, greenhouse gas emissions, water use, waste), social (workforce, health and safety, training, gender equality, remuneration) and governance (ownership structure, anti-corruption policies, sanctions). The basic module covers the essential indicators; the comprehensive module adds information typically requested by banks, such as selected Scope 3 emissions, and by companies subject to the CSRD along the value chain. Dynamic Sustainability Report (DSR) provides a pre-arranged checklist of the required data and progressively collects information through modular forms, indicating the typical internal source for each item (utility bill, payroll records, injury register). This reduces data search time and completion errors.",{"question":2041,"answer":2042},"Is DSR suitable for micro-enterprises without an internal ESG team?","Yes. Most Italian micro-enterprises and small businesses do not have a sustainability manager or dedicated ESG team: reporting is typically handled by the CFO, quality manager or an external consultant. Dynamic Sustainability Report (DSR) is designed precisely for this user profile: completion is guided, questionnaires are in Italian, and each VSME datapoint includes an explanatory note clarifying its meaning. Artificial intelligence components pre-fill qualitative sections based on context information provided by the company. An external consultant can work in multi-client mode on the same platform, managing several ESG mandates with a single license.",{"question":2044,"answer":2045},"What is the link between sustainability reporting and access to credit?","The EBA Guidelines on loan origination and monitoring (EBA/GL/2020/06) require European banks to integrate ESG factors into credit assessment and portfolio risk monitoring. To apply these guidelines to SME lending, institutions ask customers for sustainability information, often through proprietary questionnaires that differ from bank to bank. A standardized VSME report makes it possible to respond to all these requests with a single document, reducing administrative burden and improving the perceived quality of information during the assessment process. Dynamic Sustainability Report (DSR) produces a report in the European-recognized VSME format, ready to be attached to credit applications.",{"question":2047,"answer":2048},"How long does it take to complete a VSME report with DSR?","The time required depends on the internal availability of data and the selected module (basic or comprehensive). For a company with basic data already consolidated (energy consumption, workforce, financial statements), completing the basic module in Dynamic Sustainability Report (DSR) typically takes a few days distributed over two or three weeks, with most of the time dedicated to data collection rather than drafting. The comprehensive module adds time for estimating Scope 3 emissions along the value chain, which is the most demanding section. DSR's guided checklist and AI pre-completion of qualitative sections significantly reduce the time required compared with manual report drafting.",{"type":12,"children":2050},[],{"type":12,"children":2052,"toc":2053},[],{"title":7,"searchDepth":25,"depth":25,"links":2054},[],"content:en:2.products:2.dynamic-sustainability-report.md","en/2.products/2.dynamic-sustainability-report.md","en/2.products/2.dynamic-sustainability-report",{"loc":1895},{"_path":2060,"_dir":1679,"_draft":6,"_partial":6,"_locale":7,"title":2061,"description":2062,"heroTitle":2063,"seoTitle":2064,"subtitle":2065,"website":2066,"layout":2067,"date":2068,"image":2069,"bullets":2070,"why":2083,"seoSections":2097,"modules":2106,"cases":2130,"services":2192,"faq":2218,"excerpt":2244,"body":2246,"_type":27,"_id":2250,"_source":29,"_file":2251,"_stem":2252,"_extension":32,"sitemap":2253},"/en/products/vitapace","VitaPace","Pacemaker management software for cardiac pacing centers, with implantable cardiac device management, ICD CRT patient management and specialist follow-up workflows.","VitaPace, pacemaker management software","VitaPace | Pacemaker management software | Technesthai","Implantable cardiac device management software designed as software for cardiac pacing centers, with dedicated workflows for pacemakers, ICDs, CRT devices and patient follow-up.",{"url":1686,"label":1687},"product-vitapace","2025-01-19","/images/products/vitapace/vitapace_logo.svg",[2071,2074,2077,2080],{"title":2072,"text":2073,"icon":1695},"Pacemaker management software","VitaPace is Technesthai's pacemaker management software and enables complete, centralized handling of clinical information, from implantation to periodic follow-up.",{"title":2075,"text":2076,"icon":1695},"Implantable cardiac device management","The platform supports implantable cardiac device management for pacemakers, ICDs and CRT devices, with workflows dedicated to ICD CRT patient management, clinical traceability and complete documentation.",{"title":2078,"text":2079,"icon":1695},"Pacemaker follow-up software","VitaPace simplifies the planning and management of periodic check-ups, with automatic reminders and customizable clinical reporting for cardiology follow-up workflows.",{"title":2081,"text":2082,"icon":1695},"Customizable Templates and Updated Nomenclatures","The software includes customizable print templates for implantation and follow-up reports, as well as continuously updated NASPE codes and nomenclatures for complete documentation.",{"title":2084,"description":7,"list":2085},"Why choose VitaPace?",[2086,2088,2091,2094],{"title":2087,"text":7,"icon":1922},"Ease of Use",{"title":2089,"text":2090,"icon":1924},"Data Security","Clinical data management is designed to meet GDPR health data Article 9 requirements, with database encryption, role-based access control and full activity traceability.",{"title":2092,"text":2093,"icon":1926},"Regulatory Compliance","VitaPace supports UDI traceability for implantable medical devices and the documentation required by MDR for implantation, follow-up and post-market surveillance.",{"title":2095,"text":7,"icon":2096},"Dedicated Support","ri:headphone-fill",[2098,2100,2103],{"title":2072,"text":2099},"For centers performing periodic visits, pacemaker management software helps schedule appointments, record device parameters, generate reports and track programming changes over time.",{"title":2101,"text":2102},"Software for cardiac pacing centers","VitaPace is designed as software for cardiac pacing centers that need to coordinate implantation, periodic check-ups, clinical documentation and continuity of information across pacemakers, ICDs and CRT devices.",{"title":2104,"text":2105},"Alternative to cardiology electronic health records","As an alternative to cardiology electronic health records, VitaPace natively covers the specialist needs linked to implantable cardiac devices, reducing parallel work on Excel sheets or paper forms.",{"title":2107,"description":2108,"list":2109},"How does VitaPace work?","VitaPace is management software specifically designed for cardiac pacing centers, integrating the core functions required for daily patient and implantable device management.",[2110,2113,2121],{"title":2111,"text":2112},"Complete Demographic and Clinical Management","The system allows recording and management of all patient demographic and clinical information, with particular attention to implantable device data. The interface is designed to support fast data entry during daily clinical routines.",{"title":2114,"text":2115,"bulletList":2116},"Pacemaker implant registry software","VitaPace maintains a complete pacemaker implant registry software module covering all procedures performed, with traceability of:",[2117,2118,2119,2120],"\u003Cb>Device type\u003C/b> (pacemaker, ICD, CRT)","\u003Cb>Technical data\u003C/b> for the device and leads","\u003Cb>Initial programming parameters\u003C/b>","\u003Cb>Clinical documentation\u003C/b> of the procedure",{"title":2122,"text":2123,"bulletList":2124},"Pacemaker follow-up management software","The pacemaker follow-up management software supports the planning and documentation of periodic check-ups according to the framework of cardiac device follow-up ESC EHRA guidelines:",[2125,2126,2127,2128,2129],"\u003Cb>Automatic calendar\u003C/b> for follow-up visits","\u003Cb>Device parameter\u003C/b> monitoring","\u003Cb>Battery status\u003C/b> and estimated remaining longevity","\u003Cb>Arrhythmic events\u003C/b> recorded by the device","\u003Cb>Programming adjustments\u003C/b>",{"title":1799,"description":2131,"list":2132},"VitaPace is designed as software for cardiac pacing centers and hospital departments managing patients with implantable cardiac devices.",[2133,2147,2161,2176],{"who":2134,"why":2135,"benefits":2136},"High-Volume Cardiac Pacing Centers","Hospitals performing a large number of implants and managing a high volume of patients require a reliable system to track all devices, schedule follow-ups and generate clinical reports efficiently.",[2137,2140,2142,2144],{"text":2138,"icon":2139},"Efficient management of large patient volumes","i-ph:users-three-fill",{"text":2141,"icon":1808},"Reduction of administrative and documentation time",{"text":2143,"icon":1811},"Complete traceability of devices and procedures",{"text":2145,"icon":2146},"Automatic generation of statistics and reports","i-ph:chart-bar-fill",{"who":2148,"why":2149,"benefits":2150},"Cardiology Departments with Multidisciplinary Teams","In centers where cardiologists, specialized nurses and technicians collaborate in patient management, it is essential to have a system that allows multiple access levels and secure information sharing.",[2151,2154,2156,2158],{"text":2152,"more":7,"icon":2153},"Multi-user access with role-based authorization profiles","i-ph:user-circle-gear",{"text":2155,"more":7,"icon":1832},"Secure sharing of clinical information through database encryption",{"text":2157,"more":7,"icon":1695},"Change tracking and audit trail",{"text":2159,"more":7,"icon":2160},"Technical support and continuous training","i-ph:chalkboard-teacher",{"who":2162,"why":2163,"benefits":2164},"Facilities with Customization Requirements","Each center has specific procedures and workflows. VitaPace offers customizable print templates, data fields and reports to adapt to the organizational needs of each facility.",[2165,2168,2170,2173],{"text":2166,"more":7,"icon":2167},"Fully customizable reporting templates","i-ph:file-text",{"text":2169,"more":7,"icon":1695},"Adaptation to local center workflows",{"text":2171,"more":7,"icon":2172},"Ability to implement new features on request","i-ph:puzzle-piece",{"text":2174,"more":7,"icon":2175},"Dedicated support for customizations","i-ph:headset",{"who":2177,"why":2178,"benefits":2179},"Hospitals Focused on Regulatory Compliance","Healthcare facilities must ensure full compliance with medical device, data protection and clinical documentation rules. VitaPace supports these needs with dedicated compliance features.",[2180,2183,2186,2189],{"text":2181,"more":7,"icon":2182},"GDPR compliance for healthcare data processing","i-ph:shield-check",{"text":2184,"more":7,"icon":2185},"Device traceability according to MDR/UDI regulations","i-ph:barcode",{"text":2187,"more":7,"icon":2188},"Secure storage of clinical documentation through database encryption","i-ph:lock-key",{"text":2190,"more":7,"icon":2191},"Regulatory updates included in the service","i-ph:newspaper",{"title":2193,"description":2194,"list":2195},"Services Included in the License","VitaPace is not just software, but a complete service that includes assistance, maintenance and continuous updates to ensure maximum support for clinical work.",[2196,2199,2203,2207,2211,2214],{"title":2197,"text":2198,"icon":2175},"Dedicated Technical Support","Telephone and remote support during office hours (9:00 AM-6:00 PM, Monday to Friday)",{"title":2200,"text":2201,"icon":2202},"Routine Maintenance","Periodic interventions to keep the software fully operational and optimized","i-ph:wrench",{"title":2204,"text":2205,"icon":2206},"Bug Fixing","Prompt resolution of malfunctions and technical issues","i-ph:bug",{"title":2208,"text":2209,"icon":2210},"Tabular Data Updates","Continuous updates of NASPE codes, nomenclatures and device databases","i-ph:database",{"title":2212,"text":2213,"icon":2167},"Template Customization","Modifications to print templates for implants and follow-ups according to the center's needs",{"title":2215,"text":2216,"icon":2217},"Installation on New Workstations","Support for installing the software on new hospital workstations","i-ph:desktop",{"title":22,"items":2219},[2220,2223,2226,2229,2232,2235,2238,2241],{"question":2221,"answer":2222},"What is VitaPace, pacemaker management software, and who is it for?","VitaPace is Technesthai's software platform for the clinical management of patients with implantable cardiac devices: pacemakers, implantable cardioverter-defibrillators (ICDs) and cardiac resynchronization therapy devices (CRT). As pacemaker management software and implantable cardiac device management software, it supports the full patient pathway, from implantation to periodic follow-up, centralizing clinical demographics, device parameters, recorded arrhythmic events, battery status and reporting documentation. It is designed for cardiac pacing centers and cardiology departments looking for software for cardiac pacing centers, either as an alternative or as a complement to general electronic health records.",{"question":2224,"answer":2225},"Which implantable cardiac devices does VitaPace manage, and how does it support ICD CRT patient management?","VitaPace manages the main categories of implantable cardiac devices: pacemakers (single- and dual-chamber), implantable cardioverter-defibrillators (ICDs) and cardiac resynchronization therapy devices (CRT-P and CRT-D). For each device, the system supports ICD CRT patient management by tracking technical data for the device and leads, initial programming parameters and later revisions, recorded arrhythmic events and procedure documentation. The integrated pacemaker implant registry software helps maintain a specialist and up-to-date dataset. The nomenclature follows NASPE/NBG codes (NASPE/BPEG Generic Code), the international coding system for the functional classification of pacemakers and ICDs.",{"question":2227,"answer":2228},"How does VitaPace address GDPR health data Article 9 requirements?","The data managed by VitaPace falls within special categories of personal data under Article 9 of Regulation (EU) 2016/679 (GDPR), which requires enhanced security measures for healthcare data processing. VitaPace addresses this requirement with database encryption at rest, role-based access control (cardiologist, specialized nurse, technician, administrator) and immutable tracking of changes. All operations on clinical data are documented with timestamp and user, generating an audit trail that can be used in case of a data access request by the data subject, a controller review or an inspection by the Italian Data Protection Authority.",{"question":2230,"answer":2231},"How does VitaPace support UDI traceability for implantable medical devices?","Regulation (EU) 2017/745 on medical devices (MDR), fully applicable from 26 May 2021, imposes strict requirements on device traceability through the UDI (Unique Device Identification) system and on post-implant clinical documentation. VitaPace supports healthcare centers in meeting these obligations by recording, for each patient, the UDI identifiers of the device and leads, implantation documentation and the follow-up data required for post-market surveillance. The system maintains complete traceability that can be reconstructed retrospectively, whether in the event of a manufacturer recall or a vigilance investigation by the competent authority.",{"question":2233,"answer":2234},"How do cardiac device follow-up ESC EHRA guidelines work with VitaPace's pacemaker follow-up management software?","Follow-up for patients with implantable cardiac devices requires periodic checks according to the guidelines of the European Society of Cardiology (ESC) and the European Heart Rhythm Association (EHRA): typically every 3-12 months depending on device type and clinical condition. VitaPace includes a dedicated follow-up module that automatically generates the control schedule, records the parameters detected by the device (battery status and estimated remaining longevity, pacing thresholds, lead impedance), arrhythmic events recorded by the device and any programming adjustments. For each visit, the system produces a report based on templates customizable by the center, reducing reporting time.",{"question":2236,"answer":2237},"What are NASPE pacemaker codes, and why are they important?","NASPE codes, more precisely NBG codes (NASPE/BPEG Generic Code), are the international classification system that describes pacemaker and ICD operating modes in concise form. Each device is identified by a letter string encoding the paced chamber, sensed chamber, response to sensing and other programmable features. Correct coding is essential for clinical documentation, communication between centers and registry statistics. VitaPace includes continuously updated NASPE codes and nomenclatures within the license, reducing the need for manual reference tables and the risk of coding errors in reports.",{"question":2239,"answer":2240},"Does VitaPace support multidisciplinary teams with different access levels?","Yes. Managing patients with implantable cardiac devices typically involves electrophysiology cardiologists, nurses specialized in device follow-up and cath lab technicians. VitaPace supports multi-user access with differentiated authorization profiles: the system makes it possible to define who can enter clinical data, who can modify recorded programming, who can access data in read-only mode and who can export aggregate reports. All changes are tracked in an audit trail with timestamp and user, generating complete documentation of clinical activity. This model supports the separation of duties required by good clinical practice and GDPR accountability requirements.",{"question":2242,"answer":2243},"How is VitaPace an alternative to cardiology electronic health records?","A general electronic health record is designed to manage the entire patient pathway, but it rarely offers the specialist level of detail required for implantable cardiac device management: device programming parameters, lead data, arrhythmic events recorded by the pacemaker, NASPE coding and periodic follow-up according to specialist guidelines. VitaPace is designed specifically for cardiac pacing centers and natively covers these needs, reducing the need for parallel documentation on Excel sheets or paper forms. It can be used as a standalone system for centers that do not have an integrated electronic health record, or alongside a general record for the specialist component.",{"type":12,"children":2245},[],{"type":12,"children":2247,"toc":2248},[],{"title":7,"searchDepth":25,"depth":25,"links":2249},[],"content:en:2.products:3.vitapace.md","en/2.products/3.vitapace.md","en/2.products/3.vitapace",{"loc":2060},{"_path":2255,"_dir":1679,"_draft":6,"_partial":6,"_locale":7,"title":2256,"description":2257,"heroTitle":2258,"seoTitle":2259,"subtitle":2260,"layout":2261,"date":2262,"image":2263,"bullets":2264,"why":2277,"seoSections":2286,"modules":2296,"cases":2322,"services":2383,"faq":2401,"excerpt":2427,"body":2429,"_type":27,"_id":2433,"_source":29,"_file":2434,"_stem":2435,"_extension":32,"sitemap":2436},"/en/products/piattaforma-onboarding-fornitori","Supplier Onboarding & Scoring Platform","Software for supplier onboarding, document qualification, supplier scoring and approved supplier list management in a single platform.","Supplier onboarding and supplier qualification software","Supplier Onboarding Platform | Scoring and D.Lgs. 231 Compliance | Technesthai","The web solution to digitize supplier onboarding, document qualification, scoring and approved supplier list management with traceable processes.","product-onboarding-scoring","2026-03-23","/images/products/tita/logo.svg",[2265,2268,2271,2274],{"title":2266,"text":2267,"icon":1695},"Digital Supplier Onboarding","The platform automates the onboarding process for new suppliers through email invitations. The supplier receives credentials, uploads the required documentation, and the customer can validate it in real time, eliminating paper exchanges and operational redundancies.",{"title":2269,"text":2270,"icon":1695},"Centralized Document Management","All supplier corporate documentation is collected, organized, and accessible in a single platform. Document expiration dates are monitored automatically, with proactive alerts that prevent the circulation of outdated or non-compliant documents.",{"title":2272,"text":2273,"icon":1695},"Supplier Scoring and Qualification","The system calculates a supplier qualification score based on the completeness and validity of the submitted documentation. This allows customers to compare suppliers on objective criteria and make more informed purchasing decisions.",{"title":2275,"text":2276,"icon":1695},"Compliance and Immutable Audit Trail","Every action performed on the platform is recorded in an immutable log, ensuring full traceability for audit purposes and regulatory compliance (Italian Legislative Decree 231/01). The Supervisor role allows the Supervisory Body to access documents, logs, and assessments in read-only mode.",{"title":2278,"description":7,"list":2279},"Why choose the Supplier Onboarding & Scoring Platform?",[2280,2282,2284,2285],{"title":2281,"text":7,"icon":1922},"Operational Efficiency",{"title":2283,"text":7,"icon":1924},"Objective Qualification",{"title":2092,"text":7,"icon":1926},{"title":2095,"text":7,"icon":2096},[2287,2290,2293],{"title":2288,"text":2289},"Supplier scoring","Supplier scoring helps procurement teams compare vendors using transparent criteria, turning document checks, qualifications and performance signals into a structured assessment process.",{"title":2291,"text":2292},"Approved supplier list management","Approved supplier list management becomes easier when supplier records, qualification status, documents and search filters are handled in one platform instead of across folders, emails and spreadsheets.",{"title":2294,"text":2295},"Supplier onboarding process","A supplier onboarding process works better when registration, document upload, validation, expiry tracking and qualification decisions are managed in a single controlled workflow.",{"title":2297,"description":2298,"list":2299},"How does the platform work?","The platform is a web solution designed to manage the entire lifecycle of the customer-supplier relationship, from initial onboarding to ongoing assessment, through integrated modules and a granular role system.",[2300,2304,2313],{"title":2301,"text":2302,"image":2303},"Registration and Onboarding","The customer (Premium account) invites suppliers by email. The supplier (Basic account) receives credentials, accesses the platform, and uploads the required documentation. The process is fully guided and does not require technical skills.","/images/products/tita/onboarding.jpg",{"title":2305,"text":2306,"bulletList":2307,"image":2312},"Document and Expiry Management","The platform organizes documents by category and visibility level, with automatic tracking of expiration dates:",[2308,2309,2310,2311],"\u003Cb>Document upload\u003C/b> with category and expiration date assignment","\u003Cb>Validation\u003C/b> by the customer (approval or rejection with reason)","\u003Cb>Automatic alerts\u003C/b> for documents expiring within the next 90 days","\u003Cb>Secure download\u003C/b> with role-based access control","/images/products/tita/documents.jpg",{"title":2314,"text":2315,"bulletList":2316,"image":2321},"Partnership Management and Supplier Search","The Partners module allows customers to manage their entire supplier network:",[2317,2318,2319,2320],"\u003Cb>Supplier search\u003C/b> by company name, VAT number, or product category","\u003Cb>Partnership status\u003C/b> (active, suspended, pending)","\u003Cb>Supplier document view\u003C/b> with visibility controls","\u003Cb>Configurable product categories\u003C/b> to segment the supplier base","/images/products/tita/suppliers.jpg",{"title":1799,"description":2323,"list":2324},"The platform is designed to support different types of organizations in structured and compliant supply chain management. Below are some typical use scenarios.",[2325,2340,2354,2369],{"who":2326,"why":2327,"benefits":2328},"Large-Scale Organized Distribution (GDO)","GDO distributors manage hundreds of suppliers with heterogeneous documentation needs. The platform makes it possible to centralize all documentation, automate requests by product category, and keep the supplier base consistently qualified and up to date.",[2329,2332,2335,2337],{"text":2330,"icon":2331},"Fast onboarding of new suppliers through email invitations","i-ph:envelope-simple-open",{"text":2333,"icon":2334},"Documentation organized by product category","i-ph:folders",{"text":2336,"icon":2146},"Objective scoring to compare and select suppliers",{"text":2338,"icon":2339},"Automatic alerts for expiring documents","i-ph:bell-ringing",{"who":2341,"why":2342,"benefits":2343},"Companies with Compliance Requirements under Legislative Decree 231/01","Organizations subject to Legislative Decree 231/01 must ensure that their suppliers meet legality and integrity requirements. The platform provides an immutable audit trail and a Supervisor role dedicated to the Supervisory Body.",[2344,2346,2349,2351],{"text":2345,"icon":1811},"Immutable log of all actions on the platform",{"text":2347,"icon":2348},"Supervisor role with read-only access for the Supervisory Body","i-ph:eye",{"text":2350,"icon":1695},"Full traceability of document validation",{"text":2352,"icon":2353},"Reporting for internal and external audits","i-ph:file-magnifying-glass",{"who":2355,"why":2356,"benefits":2357},"SMEs with Structured Procurement Processes","Small and medium enterprises looking to professionalize supplier management find in the platform a simple yet complete tool that can grow with the business without requiring significant IT investments.",[2358,2361,2363,2366],{"text":2359,"icon":2360},"Intuitive interface, with no technical training required","i-ph:user-circle",{"text":2362,"icon":2153},"Multi-user management with granular roles and permissions",{"text":2364,"icon":2365},"Browser-based access, with no local installations","i-ph:globe",{"text":2367,"icon":2368},"Scalable as the number of suppliers grows","i-ph:arrow-up-right",{"who":2370,"why":2371,"benefits":2372},"Organizations with Complex, Multi-Sector Supply Chains","Organizations with suppliers across different product categories require differentiated documentation scopes. The platform supports the configuration of category-specific requirements, ensuring each supplier is assessed according to criteria suited to its sector.",[2373,2376,2378,2381],{"text":2374,"icon":2375},"Configurable documentation scopes by product category","i-ph:sliders",{"text":2377,"icon":2188},"Selective document visibility by partnership type",{"text":2379,"icon":2380},"Dashboard with an overview of qualification status","i-ph:squares-four",{"text":2382,"icon":2175},"Dedicated support for initial configuration",{"title":2193,"description":2384,"list":2385},"The platform is not just software, but a managed service that includes onboarding, support, maintenance, and continuous updates to ensure maximum support for procurement operations.",[2386,2388,2390,2392,2395,2398],{"title":2197,"text":2387,"icon":2175},"Phone and remote support during business hours (9:00-18:00, Monday to Friday)",{"title":2200,"text":2389,"icon":2202},"Periodic interventions to keep the platform always operational and optimized",{"title":2204,"text":2391,"icon":2206},"Timely resolution of malfunctions and technical issues",{"title":2393,"text":2394,"icon":2210},"Product Category Updates","Continuous updates to documentation scopes by category, aligned with regulatory and market developments",{"title":2396,"text":2397,"icon":2375},"Custom Configuration","Support for initial configuration of documentation scopes, roles, and customer-specific product categories",{"title":2399,"text":2400,"icon":2160},"User Training","Training sessions for Admin users and procurement teams, ensuring effective platform use from day one",{"title":22,"items":2402},[2403,2406,2409,2412,2415,2418,2421,2424],{"question":2404,"answer":2405},"What is the Supplier Onboarding and Scoring Platform?","Technesthai's Supplier Onboarding and Scoring Platform is a SaaS solution for digitizing and governing the relationship between a company and its suppliers, from initial qualification to ongoing monitoring. It centralizes document collection, guided supplier onboarding, customer-side document validation, deadline management and the calculation of an objective score. It is designed for procurement, quality and compliance teams that currently manage the process through email, shared folders and Excel files. The platform replaces these tools with a single tracked repository, reducing document dispersion, the risk of working with non-compliant suppliers and the time spent on repetitive manual activities.",{"question":2407,"answer":2408},"Which companies is the platform designed for?","The platform is designed for companies that manage complex supplier networks with differentiated documentation requirements: large-scale organized distribution, manufacturing companies with multi-sector supply chains, companies subject to internal controls or audits, organizations with an active 231 model, and SMEs that want to structure the qualification process without adopting complex enterprise solutions. It is particularly useful for companies that need to provide evidence of an objective and traceable supplier selection process, for example under Legislative Decree 231/01, ISO 9001, or to meet the sustainability due diligence requirements of Directive (EU) 2024/1760 (CSDDD), which from 2027 will extend value-chain obligations to a broad perimeter of European companies.",{"question":2410,"answer":2411},"How does the supplier onboarding process work?","The customer starts onboarding by sending an invitation to the supplier by email. The supplier receives dedicated credentials, accesses the platform and uploads the required documentation by following a guided workflow that varies according to product category and risk level. The platform applies automatic completeness rules: it flags missing, expired or unreadable documents before submission to the customer. Once the upload is complete, the customer receives a notification and proceeds with validation. This model replaces the manual exchange of emails and attachments, keeping all documentation in a single searchable and versioned repository. The exchange record complies with the GDPR accountability requirements (Regulation (EU) 2016/679) for managing supplier data.",{"question":2413,"answer":2414},"Does the platform allow uploaded documents to be validated or rejected?","Yes. Each document uploaded by the supplier is placed in a validation queue for the customer, who can approve it, reject it with a structured reason, or request an integration. Rejection reasons are configurable (expired document, incomplete document, unsigned document, mismatched subject, insufficient scan quality) to ensure process consistency and produce aggregate statistics. All validation actions are recorded in an immutable log with timestamp, user and reason, creating an audit trail that can be used for internal audits, ISO certification or checks by the Supervisory Body under Article 6 of Legislative Decree 231/01.",{"question":2416,"answer":2417},"How is supplier document expiry management handled?","Each uploaded document can be associated with an expiry date (DURC, insurance policies, quality certifications, chamber of commerce records, environmental authorizations). The platform continuously monitors deadlines and generates automatic alerts to the customer and supplier 90, 60 and 30 days before the expiry date, as well as a notification on the actual expiry date. The supplier qualification status is automatically updated when an essential document expires: the supplier is flagged as “no longer compliant” until renewal. This logic prevents the typical situation in which a formally active supplier operates with expired documentation, exposing the customer company to contractual, compliance and, in companies with a 231 model, administrative liability risks.",{"question":2419,"answer":2420},"How does supplier scoring work?","The platform calculates an objective score for each qualified supplier by combining indicators of document completeness, operational performance (punctuality, supply conformity), audit results and, optionally, ESG information collected through a questionnaire. The weights of the components are configurable according to product category and company policy. The score generates a classification (A/B/C or green/yellow/red) that supports supplier selection during RFPs, monitoring during execution and rationalization of the supplier base. Unlike supplier self-declarations, the score is based on evidence tracked on the platform, making the process defensible during audits or value-chain checks.",{"question":2422,"answer":2423},"What is the difference between the platform and manual management with Excel and email?","Manual management with Excel, shared folders and email has recurring structural limitations: uncertain file versioning, documents scattered across individual mailboxes, lack of automatic deadline alerts, inability to extract aggregate reports, and absence of an audit trail in the event of a dispute or control. The Supplier Onboarding and Scoring Platform centralizes the process in a single tracked environment: every document has an owner, a version, a validation status and a monitored deadline. Procurement, quality and compliance teams work on the same data with differentiated permissions, and the organization can respond quickly to a supplier audit or a request from the Supervisory Body.",{"question":2425,"answer":2426},"Is the platform useful for companies subject to Legislative Decree 231/01?","Yes. Legislative Decree 231/01 requires the organization, management and control model (Article 6) to include safeguards to prevent offences committed in relationships with third parties, including suppliers. Documented selection, ongoing monitoring and traceability of interactions with the supplier base are elements typically expected by the Supervisory Body during verification. The Supplier Onboarding and Scoring Platform provides an immutable log of actions, full traceability of document validation, preconfigured audit reporting and a “Supervisor” role designed for read-only access, which the Supervisory Body can use for periodic oversight activities without interfering with the operations of procurement teams.",{"type":12,"children":2428},[],{"type":12,"children":2430,"toc":2431},[],{"title":7,"searchDepth":25,"depth":25,"links":2432},[],"content:en:2.products:4.piattaforma-onboarding-fornitori.md","en/2.products/4.piattaforma-onboarding-fornitori.md","en/2.products/4.piattaforma-onboarding-fornitori",{"loc":2255},1782740031954]