In this ethnographic research, we will approach the non-financial reporting (NFR) as a management practice that manipulates representations. We will mobilize the structuration theory (Giddens, 1984) to show that NFR regulatory framework fuel a duality. Our results show that the regulatory framework empowers the actors in the implementation of a centralized CSR control system. The NFR framework enable the assessment of the “mandate” (Girin, 1995) and constraint the steering of the “agencement organisationnel”. The NFR enable the production of representations of the activity that allow leaders and support functions far removed from field experience to act in their own environment supporting their own issues.