Everyone’s talking about integrated reporting. But not everyone has realised that there’s a new divide opening up within the integrated reporting movement.
It seems clear to us that the integrated reporters who show, rather than tell (and use the lens of the ‘capitals’ to do so), are the only ones able to truly convince their stakeholders that their company is doing something different. We take a closer look at the reporters getting it right in Salterbaxter MSLGROUP's latest ‘Directions’ report, ‘Integrated reporting: measurement matters’.
Navigating a Changing Energy Landscape - ON Energy Report Sept 2016MSL
The energy world is familiar with change, but even for such a dynamic industry 2016 has already seen some rapid developments.
In this issue of the ON Energy Report, we have reflected on some of the areas of uncertainty that have characterised the global energy industry so far this year, and discussed where we have seen clients using communications to manage their corporate positioning and prepare accordingly.
For future updates, please contact Nick Bastin, Partner, CNC and Head of MSLGROUP’s EMEA Energy Practice at nick.bastin@cnc-communications.com.
Do share your queries/feedback with our team at @CNC_comms or reach out to us on twitter @msl_group.
[Salterbaxter Directions] Human Rights - The Time is NowMSL
Is your business up to speed on the risks and opportunities of human rights issues?
Learn from the early adopters of the UN Guiding Principles Reporting Framework and get ahead of the game.
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
MSLGROUP Global Institutional Investors Insight Report 2014MSL
This landmark piece of research is one of the firsts of its kind to examine the tangible and intangible factors that influence the decision-making process of institutional investors and sell-side analysts around the world.
The report also sheds new light on this group’s motivations and offers perspective on how investor behaviour may evolve in the near future.
Follow #GIIIR2014 on Twitter for insights from the report.
Each year, Directions takes an in-depth look at an area of sustainability and communications. This time, we’re delving into the quite sizeable gap that still exists between business and society. It’s not the void that interests us so much as the question of how it can be shrunk.
How do we move from just minding the gap to actually mending the gap?
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
Self-employed, "1099" workers represent the new face of America's economy. Here, Core Innovation Capital examines this fundamental shift in the nature of work, the ramifications that 1099 status has on Americans' financial lives, and the technology companies that are rising to address novel financial pain points.
For multinational companies, business as usual no longer exists. As the world fought to contain the COVID-19 pandemic in 2020, the outlines of a less visible battle came into focus around the world: a new era of Great Power Competition whose consequences will endure long after the virus is eliminated.
Navigating a Changing Energy Landscape - ON Energy Report Sept 2016MSL
The energy world is familiar with change, but even for such a dynamic industry 2016 has already seen some rapid developments.
In this issue of the ON Energy Report, we have reflected on some of the areas of uncertainty that have characterised the global energy industry so far this year, and discussed where we have seen clients using communications to manage their corporate positioning and prepare accordingly.
For future updates, please contact Nick Bastin, Partner, CNC and Head of MSLGROUP’s EMEA Energy Practice at nick.bastin@cnc-communications.com.
Do share your queries/feedback with our team at @CNC_comms or reach out to us on twitter @msl_group.
[Salterbaxter Directions] Human Rights - The Time is NowMSL
Is your business up to speed on the risks and opportunities of human rights issues?
Learn from the early adopters of the UN Guiding Principles Reporting Framework and get ahead of the game.
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
MSLGROUP Global Institutional Investors Insight Report 2014MSL
This landmark piece of research is one of the firsts of its kind to examine the tangible and intangible factors that influence the decision-making process of institutional investors and sell-side analysts around the world.
The report also sheds new light on this group’s motivations and offers perspective on how investor behaviour may evolve in the near future.
Follow #GIIIR2014 on Twitter for insights from the report.
Each year, Directions takes an in-depth look at an area of sustainability and communications. This time, we’re delving into the quite sizeable gap that still exists between business and society. It’s not the void that interests us so much as the question of how it can be shrunk.
How do we move from just minding the gap to actually mending the gap?
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
Self-employed, "1099" workers represent the new face of America's economy. Here, Core Innovation Capital examines this fundamental shift in the nature of work, the ramifications that 1099 status has on Americans' financial lives, and the technology companies that are rising to address novel financial pain points.
For multinational companies, business as usual no longer exists. As the world fought to contain the COVID-19 pandemic in 2020, the outlines of a less visible battle came into focus around the world: a new era of Great Power Competition whose consequences will endure long after the virus is eliminated.
This year’s edition highlights five critical trends for communicators in the next 12-18 months. Each is brought to life with real-world examples, implications for businesses and a carefully curated selection of classes from innovative institutions worldwide.
The Study Guide is designed as both a primer and a resource to allow for deep-dives. We hope it piques your curiosity and gives you fluency in new elements of modern media and communications.
“The prosperity the United States enjoys today is due in no small part to investments the nation has made in research and development at universities, corporations, and national laboratories over the last 50 years.”
Trend Report on The Management of Intangible Assets developed by the Research Centre of Governance, Sustainability and Reputation, an independent research centre supported aimed to foster collaboration for reseach, analyis and training in the field of Reputation Risk, Corporate Governance and Sustainability.
This report has been developed in collaboration with Canvas Estrategias Sostenibles, a strategic consulting firm focused on corporate responsibility and intangible assets in companies. It shows the main global trends, which define the present and future of intangible assets. Approaching the Future aspires to become a benchmark publication in the field of reputation, corporate governance and sustainability.
These are the headlines of the report:
Global Trends
- Trust increase, but also the social gap broadens.
- Climate change at a crucial tipping point
Sustainability Trends
- Strategic Partnerships: you can't do it alone
- Connect with aspiring shoppers
- Sustainable investment, growth formulas
- New business models?
Reputation trends
- Three critical reputation risks
- What is the real impact of reputation?
- Investment on Reputation growth
- New responsibilities for upper management
- Evolution of metrics
- Gain authority over influencers
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
Transatlantic Personal Data Processing: Complying with the new EU-US Privacy ...MSL
In July 2016, the European Commission adopted its highly anticipated EU-US “Privacy Shield,” setting up a new data protection framework for organisations that transfer EU citizens’ personal data to the US. More than 4,000 organisations are expected to have to adapt their privacy policies and practices accordingly, and sign up to the new statutory requirements.
Pivotal Research Group LLC: Madison and wall 3 30-12Brian Crotty
Madison & Wall
A Recurring Review of Topics Affecting Advertising-Supported Media
March 30, 2012
Welcome to Pivotal Research’s “Madison & Wall”. The title refers to our work which
sits at the intersection between the advertising industry and the financial world. We
hope you’ll find these brief notes useful for their contrast to the hyperbole that
pervades much of the chatter at that location.
Ipsos Global Business Influencers USA 2016Ipsos UK
22nd September 2016 - Ipsos launched the new Global Business Influencers Survey (GBI) USA 2016 in New York. The GBI survey is the world’s leading study, tracking the media, business, financial, luxury and travel habits of the most senior global business executives. It runs in 16 markets – from the US, to Europe, to Asia including China.
The presentation is an introduction to the survey and its heritage, sharing some of the results from both the GBI survey and the GBI Barometer 2016.
For more information, please contact James Torr.
GBI 2016 ASIA Singapore Launch Presentation 280916Ipsos UK
28th September 2016 - Ipsos Connect launched the new Global Business Influencers Survey (GBI) ASIA 2016 in Singapore. The GBI survey is the world’s leading study, tracking the media, business, financial, luxury and travel habits of the most senior global business executives. It runs in 16 markets – from Asia including China to the US to Europe.
The presentation is an introduction to the survey and its heritage, sharing some of the results from both the GBI survey and the GBI Barometer 2016.
For more information, please contact James Torr.
Edelman’s report on sponsored content in the U.S. news media from a PR point of view. The research is culled from more than 30 briefings the firm conducted in the field with senior U.S. news media executives and ad-tech startups. In future field research Edelman will examine the diverse approaches, opportunities and challenges that exist across other key geographies on a global level.
Read more on Richard Edelman’s blog: http://edl.mn/15znyg0
Engaging Davos: Updates from the World Economic Forum 2014MSL
Like no other event, the annual World Economic Forum in Davos provides us with a compelling reminder of how the language of public relations has well and truly penetrated the boardroom.
The importance of trust, the requirement for authenticity, the need to marry profit and purpose — these are all issues that effectively form core elements of the Davos agenda. This year, for example, it is income equality that appears set to concentrate the minds of the superelite, who have identified it as the most pressing threat to the global economy.
As WEF founder Klaus Schwab argued last week, uninclusive growth is not sustainable. The title of this year’s Forum, meanwhile, is “The Reshaping of the World: Consequences for Society, Politics and Business.” It is the kind of phrase that will ring true with public relations people, or at least those who are aware of the need to balance multiple stakeholder expectations, rather than focusing on profit to the detriment of all else.
So it is hardly surprising that Davos is now an increasingly necessary stop on the global treadmill for senior comms heads and global agency CEOs. A couple of years ago, we analysed this trend in some detail, asking whether Davos simply represents an exercise in spin—an attempt to deflect criticism and deter regulation during the one week of the year when business leaders profess to care about anything other than profit.
That kind of argument is not an uncommon one, but is sharply contested by the public relations people who make the Davos pilgrimage. If nothing else, the WEF affords them an opportunity to position their work as central to corporate behavior, rather than as another trivial marketing tactic. In that context, the Forum’s agenda is not the only draw; the opportunity to build relationships with business and political leaders can only help the industry’s efforts to build stronger boardroom credibility.
5th issue of the Online Comments Report, developed by Corporate Excellence and LLORENTE & CUENCA. The Report analyses comments made voluntarily on the Internet as well as their impact on the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenry and Leadership.
The Report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hyper-textual network Google. It also identifies relevant content for different audiences and helps map key reputational risk areas for companies.
In particular, this issue has evaluated the digital fingerprint of 71 brands of 15 sectors from a total of 88,950 URLs and 28,000 mentions.
The report assesses the 100 first findings that analysed brands positioned in four key environments on the Internet: Google, Facebook, Twitter and YouTube, and offers specific findings by sectors dimensions, stakeholders and networks. Thus, the analysis allows identifying those sectors, topics, stakeholders and networks that are most and least favourable in terms of recognition (how it is evaluated) and recognition (how much it is evaluated). It also offers strategic insights to design positioning strategies online.
BEO 2016 has been already applied to more than 70 companies around the world and aims to become an international standard to manage the reputation of organisations online.
Horizon Scan: ICT and the Future of RetailEricsson
A research report from Ericsson and Imperial College London examines how near-ubiquitous access to ICT and information is transforming relationships between consumers and retailers.
This 15th edition of Directions Report by Salterbaxter MSLGROUP looks at the three dimensions contributing to the rise of science in corporate sustainability: science-based targets, scientific frameworks, and stakeholder engagement with science.
The report features views for and against from academics giving businesses the tools for science’s adoption, and business leaders applying these tools to their thinking and activities.
Is science going to save us all from ourselves (and from our constant theorising about sustainability)? Well, take a look inside. At the very least we think it’s hard to argue against the signs that science is growing its influence and looks set to transform the way we think about corporate sustainability.
Join the conversation on Twitter with the hashtag #SBDirections
The imminent impeachment of Brazil’s President, Dilmah Rousseff and a spiraling economy are among the many challenges facing Brazil. Our experts from MSLGROUP Andreoli have co-authored a paper that looks ahead to the formation of a new Brazilian government.
This year’s edition highlights five critical trends for communicators in the next 12-18 months. Each is brought to life with real-world examples, implications for businesses and a carefully curated selection of classes from innovative institutions worldwide.
The Study Guide is designed as both a primer and a resource to allow for deep-dives. We hope it piques your curiosity and gives you fluency in new elements of modern media and communications.
“The prosperity the United States enjoys today is due in no small part to investments the nation has made in research and development at universities, corporations, and national laboratories over the last 50 years.”
Trend Report on The Management of Intangible Assets developed by the Research Centre of Governance, Sustainability and Reputation, an independent research centre supported aimed to foster collaboration for reseach, analyis and training in the field of Reputation Risk, Corporate Governance and Sustainability.
This report has been developed in collaboration with Canvas Estrategias Sostenibles, a strategic consulting firm focused on corporate responsibility and intangible assets in companies. It shows the main global trends, which define the present and future of intangible assets. Approaching the Future aspires to become a benchmark publication in the field of reputation, corporate governance and sustainability.
These are the headlines of the report:
Global Trends
- Trust increase, but also the social gap broadens.
- Climate change at a crucial tipping point
Sustainability Trends
- Strategic Partnerships: you can't do it alone
- Connect with aspiring shoppers
- Sustainable investment, growth formulas
- New business models?
Reputation trends
- Three critical reputation risks
- What is the real impact of reputation?
- Investment on Reputation growth
- New responsibilities for upper management
- Evolution of metrics
- Gain authority over influencers
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
Transatlantic Personal Data Processing: Complying with the new EU-US Privacy ...MSL
In July 2016, the European Commission adopted its highly anticipated EU-US “Privacy Shield,” setting up a new data protection framework for organisations that transfer EU citizens’ personal data to the US. More than 4,000 organisations are expected to have to adapt their privacy policies and practices accordingly, and sign up to the new statutory requirements.
Pivotal Research Group LLC: Madison and wall 3 30-12Brian Crotty
Madison & Wall
A Recurring Review of Topics Affecting Advertising-Supported Media
March 30, 2012
Welcome to Pivotal Research’s “Madison & Wall”. The title refers to our work which
sits at the intersection between the advertising industry and the financial world. We
hope you’ll find these brief notes useful for their contrast to the hyperbole that
pervades much of the chatter at that location.
Ipsos Global Business Influencers USA 2016Ipsos UK
22nd September 2016 - Ipsos launched the new Global Business Influencers Survey (GBI) USA 2016 in New York. The GBI survey is the world’s leading study, tracking the media, business, financial, luxury and travel habits of the most senior global business executives. It runs in 16 markets – from the US, to Europe, to Asia including China.
The presentation is an introduction to the survey and its heritage, sharing some of the results from both the GBI survey and the GBI Barometer 2016.
For more information, please contact James Torr.
GBI 2016 ASIA Singapore Launch Presentation 280916Ipsos UK
28th September 2016 - Ipsos Connect launched the new Global Business Influencers Survey (GBI) ASIA 2016 in Singapore. The GBI survey is the world’s leading study, tracking the media, business, financial, luxury and travel habits of the most senior global business executives. It runs in 16 markets – from Asia including China to the US to Europe.
The presentation is an introduction to the survey and its heritage, sharing some of the results from both the GBI survey and the GBI Barometer 2016.
For more information, please contact James Torr.
Edelman’s report on sponsored content in the U.S. news media from a PR point of view. The research is culled from more than 30 briefings the firm conducted in the field with senior U.S. news media executives and ad-tech startups. In future field research Edelman will examine the diverse approaches, opportunities and challenges that exist across other key geographies on a global level.
Read more on Richard Edelman’s blog: http://edl.mn/15znyg0
Engaging Davos: Updates from the World Economic Forum 2014MSL
Like no other event, the annual World Economic Forum in Davos provides us with a compelling reminder of how the language of public relations has well and truly penetrated the boardroom.
The importance of trust, the requirement for authenticity, the need to marry profit and purpose — these are all issues that effectively form core elements of the Davos agenda. This year, for example, it is income equality that appears set to concentrate the minds of the superelite, who have identified it as the most pressing threat to the global economy.
As WEF founder Klaus Schwab argued last week, uninclusive growth is not sustainable. The title of this year’s Forum, meanwhile, is “The Reshaping of the World: Consequences for Society, Politics and Business.” It is the kind of phrase that will ring true with public relations people, or at least those who are aware of the need to balance multiple stakeholder expectations, rather than focusing on profit to the detriment of all else.
So it is hardly surprising that Davos is now an increasingly necessary stop on the global treadmill for senior comms heads and global agency CEOs. A couple of years ago, we analysed this trend in some detail, asking whether Davos simply represents an exercise in spin—an attempt to deflect criticism and deter regulation during the one week of the year when business leaders profess to care about anything other than profit.
That kind of argument is not an uncommon one, but is sharply contested by the public relations people who make the Davos pilgrimage. If nothing else, the WEF affords them an opportunity to position their work as central to corporate behavior, rather than as another trivial marketing tactic. In that context, the Forum’s agenda is not the only draw; the opportunity to build relationships with business and political leaders can only help the industry’s efforts to build stronger boardroom credibility.
5th issue of the Online Comments Report, developed by Corporate Excellence and LLORENTE & CUENCA. The Report analyses comments made voluntarily on the Internet as well as their impact on the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenry and Leadership.
The Report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hyper-textual network Google. It also identifies relevant content for different audiences and helps map key reputational risk areas for companies.
In particular, this issue has evaluated the digital fingerprint of 71 brands of 15 sectors from a total of 88,950 URLs and 28,000 mentions.
The report assesses the 100 first findings that analysed brands positioned in four key environments on the Internet: Google, Facebook, Twitter and YouTube, and offers specific findings by sectors dimensions, stakeholders and networks. Thus, the analysis allows identifying those sectors, topics, stakeholders and networks that are most and least favourable in terms of recognition (how it is evaluated) and recognition (how much it is evaluated). It also offers strategic insights to design positioning strategies online.
BEO 2016 has been already applied to more than 70 companies around the world and aims to become an international standard to manage the reputation of organisations online.
Horizon Scan: ICT and the Future of RetailEricsson
A research report from Ericsson and Imperial College London examines how near-ubiquitous access to ICT and information is transforming relationships between consumers and retailers.
This 15th edition of Directions Report by Salterbaxter MSLGROUP looks at the three dimensions contributing to the rise of science in corporate sustainability: science-based targets, scientific frameworks, and stakeholder engagement with science.
The report features views for and against from academics giving businesses the tools for science’s adoption, and business leaders applying these tools to their thinking and activities.
Is science going to save us all from ourselves (and from our constant theorising about sustainability)? Well, take a look inside. At the very least we think it’s hard to argue against the signs that science is growing its influence and looks set to transform the way we think about corporate sustainability.
Join the conversation on Twitter with the hashtag #SBDirections
The imminent impeachment of Brazil’s President, Dilmah Rousseff and a spiraling economy are among the many challenges facing Brazil. Our experts from MSLGROUP Andreoli have co-authored a paper that looks ahead to the formation of a new Brazilian government.
MSLGROUP's Reputation Impact Indicator Study sheds light on the importance of corporate “mind space” – a measurement of how easily a person can relate to a company – in determining a brand or company’s reputation.
The study’s results demonstrate that “mind space” – meaning both how easily a person relates to a company and the nature of the connotations invoked - plays a different but equally important role in corporate reputation compared to people’s rational views about products, services, financial performance, corporate behavior and how those companies manage relationship with consumers.
Findings from our Reputation Impact Indicator study highlight key challenges facing global reputation managers today.
Download The Reputation Impact Indicator Study here: http://ow.ly/NLjIW
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Inside the Driving Forces of Disruptive InnovationMSL
In this short publication, we touch upon, among others, some of our clients’ stories and our perspective on how disruption plays out as a force within markets: the creative process, technology and communications. And to the marketing communications industry, we lay down the gauntlet: disruptive innovation offers us all an opening to embrace the polar shift towards a greater integration combining dissimilar currents into explosive ideas, the chance to help create ever-more meaningful partnerships for our clients, and the prospect of delivering insight-fueled foresight to help companies predict what’s over the horizon.
If you would like to talk to MSLGROUP about how we can support you in your business transformation, please contact Trudi Harris, Chief Communications Officer, trudi.harris@mslgroup.com
The Digital and Social Media Revolution in Public AffairsMSL
Unlike political campaigns, which were early adopters, the public policy arena has been one of the last bastions to fully embrace digital tools and social networks.
To gauge the integration and perceived impact of digital tools and how constituents and interest groups interact with EU and U.S. policymakers, MSLGROUP surveyed a large, diverse and active group of corporations, trade associations, nongovernmental organizations (NGOs), local public bodies and think tanks in and around Brussels and Washington, D.C. in 2015.
The study shows quite clearly that there are tremendous opportunities to expand and enhance the use of social and digital communications in policymaking. We hope this research will inform communication and advocacy strategies to strengthen dialogues between stakeholders and policymakers.
Do you know the Olympic Games’ rules of brand engagement? In this PBJS white paper, we outline the social media landscape for Rio 2016 and winning experiential strategies for reaching spectators — especially Millennials — at the Games and around the world.
Work the Switches Before the German Federal ElectionMSL
An era of relative stability in Germany’s political landscape is coming to an end. For some time, traditional party ties have been weakening, especially in Germany’s old eastern states – but increasingly also in the old west.
Our MSLGROUP Germany team is passionate about political communication and see through the fog of Germany’s diverse and de-centralized regulatory and media landscapes. Benefitting from an outstanding close-knit political network, we know what makes German policy-makers tick – offering our clients access to formal and informal decision-making processes.
For more information connect with our team on Twitter @MSL_Germany.
The complexity and diversity of issues on the table of EU policy makers is set to increase in the coming months. This comes on top of European challenges old and new which threaten the very essence of the European Union project.
Read on to learn about the latest policy developments with this monthly alert from our team in Brussels. For real-time updates, follow @MSL_Brussels or reach out to us on Twitter @msl_group.
If the United Kingdom were to leave the European Union, repercussions would be felt across the German economy. The most imminent would be uncertainty. Would a bilateral trade deal between the UK and the EU be in place in time for Brexit? What would it entail?
MSL Germany's public affairs expert Florian Wastl (@flowa12) assesses the implications for Germany in the aftermath of a Brexit vote. For more information connect with our team on Twitter @MSL_Germany.
Optimising Digital Collaboration From the Inside OutMSL
Companies have come a long way using social media, collaborative tools and social networks to connect people, information and company assets in more effective ways. With many seeing significant improvements in operations, people satisfaction and bottom line results. Among the lessons learned is that it’s not just about technology. Determining digital collaboration’s role, how it will be used and how to incorporate it into company culture are what really matters.
Let's Break Tradition: Virtual Reality in Public RelationsMSL
Virtual reality is no longer an off-in-the-distance idea. It’s a quickly emerging trend with which wise marketers and communicators are already experimenting. Read our guidebook and start taking advantage of emerging VR platforms and tools.
Marketing on the Move: A PBJS Guide to Navigating Experiential ToursPBJS
Brands are taking notice of experiential’s significant value and are shifting their budgets to allocate more funding for it every year. In this paper, we’ll explain why tactics like food trucks, pop-up shops and mobile tours make an impact, reveal our secrets to success, and introduce you to brands doing it well.
Like what you see and want to learn more? Contact Linsday.Rowe@pbjs.com.
Data In. Data Out. Transforming Big Data into Smart IdeasMSL
Data is a growing priority for communications professionals. With investments by Fortune 1000 companies greater than $10million projected to grow from 35% to 75% by 2017, Big Data is increasingly the currency of today’s Information Age. ‘Data In. Data Out. Transforming Big Data into Smart Ideas,’ underlines the importance of both capturing the right data in the first place (input), as well as analyzing that data and reaching the right insights (output).
The publication features seven articles from MSLGROUP and SapientNitro experts, each taking a look at Big Data from a different perspective. Six inspiring data-driven creative initiatives are also featured, including examples from Netflix and McDonald’s.
With plans unveiled this month for the proposed European Digital Single Market, ‘Data In. Data Out.’ additionally features an overview of the project, current status, and implications for businesses that are considering or already implementing data activities.
We hope you enjoy reading this report and invite you to share your feedback and tips with us @PeoplesLab or reach out to us on Twitter @msl_group.
To supplement Qorvis MSLGROUP's Guide to the Trump Administration, we have created a set of appendencies highlighting expected cabinet and staff appointments as of 12/1/2016.
Recipes are the original viral content. Brands are seeking to understand how, where, why and when consumers seek out, consume and share recipes. Many brands target women ages 25-54 with recipe content, but to increase purchase, consumption and usage occasions, brands first need to understand how people interact with this content.
Food trends have until now been forecast across specific geographies. Now, trends increasingly sweep the globe. Sure, there remain local tastes, but across societies, we have a common stake in climate, health and safety. Food and beverage marketers will be closely watching these worldwide movements in 2016, counseled by MSLGROUP's food marketing and PR experts.
Sketching As a Communication and Collaboration Tool.Aaron Irizarry
Product teams often consist of team members with various disciplines and approaches to product design, this can often present communication hurdles with team members (designers, devs, product managers, marketing,research, etc) as well as kinks in team collaboration. In this talk, Aaron will provide tools, tips, and insights into using sketching to help improve communication and collaboration within product teams.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
2015: A Critical Year for the Energy Union - MSLGROUP Energy Report March '15MSL
MSLGROUP's latest edition of ON Energy Report looks at how 2015 will be a year of change for the European energy landscape across markets, politics, regulation and innovation.
The sixth report from MSLGROUP's European Energy practice, “2015: a year of unprecedented change?" carries in-depth commentary from the company's energy experts in Brussels, France, Italy, Sweden, the Netherlands and the UK. We hope you enjoy this latest snapshot from across the European energy communications landscape.
For future updates, please contact Nick Bastin, Partner, CNC and Head of MSLGROUP’s EMEA Energy Practice at nick.bastin@cnc-communications.com.
Do share your queries/feedback with our team at @CNC_comms or reach out to us on twitter @msl_group.
ACCOUNTING MATTERSThe business case for integrated reporti.docxnettletondevon
ACCOUNTING MATTERS
The business case for integrated reporting:
Insights from leading practitioners, regulators,
and academics
Jenna J. Burke *,1, Cynthia E. Clark
School of Business, Bentley University, 175 Forest Street, Waltham, MA 02452, U.S.A.
Business Horizons (2016) 59, 273—283
Available online at www.sciencedirect.com
ScienceDirect
www.elsevier.com/locate/bushor
KEYWORDS
Integrated reporting;
IIRC;
ESG reporting;
Non-financial
disclosure
Abstract Integrated reporting, a new development in the reporting landscape,
seeks to concisely communicate a firm’s value through a more holistic picture that
integrates financial and non-financial information. This practice is in its infancy in the
United States and Europe, with many firms unsure of what integrated reporting is,
what its benefits are, and even how to set it up. Drawing upon transcripts from
19 unstructured panel interviews at a global symposium on the subject, we discuss the
business case for integrated reporting, as well as the multitude of challenges a firm
faces when beginning its integrated reporting journey. We also summarize experi-
ences and tips from interviewees on the need for integrated thinking, the most
effective use of the International Integrated Reporting Council’s framework, the best
way to obtain high-quality data, the ideal audience of such reports, and the options
for report assurance.
# 2016 Kelley School of Business, Indiana University. Published by Elsevier Inc. All
rights reserved.
1. An overview of integrated reporting
There is a high demand for corporate reporting on
integrated financial, social, and environmental
metrics (Stewart, 2015). This demand comes
from a broad set of stakeholders, ranging from
customers and suppliers to investors and employees
(KPMG, 2013). To address this demand, integrated
reporting offers a focus on long-term performance
* Corresponding author
E-mail addresses: [email protected] (J.J. Burke),
[email protected] (C.E. Clark)
1 Doctoral candidate in accountancy
0007-6813/$ — see front matter # 2016 Kelley School of Business, I
http://dx.doi.org/10.1016/j.bushor.2016.01.001
from various perspectives. Gone are the days where
financial performance is the only measure of a
company’s worth.
Integrated reporting is a relatively new develop-
ment. It seeks to offer a more holistic picture of the
modern corporation by shifting away from stand-
alone sustainability or social responsibility reports,
and toward a document that communicates a broad-
er picture of business model value creation. Adopt-
ers of integrated reporting believe that it makes a
firm’s strategy more transparent and that it instills
greater confidence in the sustainability of the firm’s
business model. Yet despite a growing demand for
transparency, very few U.S. firms are currently
issuing an integrated report (KPMG, 2013).
ndiana University. Published by Elsevier Inc. All rights reserved.
http://crossmark.crossref.org/dialog/?doi=10.1016/j.bushor.2016.01.001&.
our view todayI N T E G R AT E D A N N U A L R E .docxvannagoforth
our
view
today
I N T E G R AT E D
A N N U A L R E P O R T
2 0 1 9
goes
on
forever
As thl continues to expand, delivering on our global
growth strategy and forecast financial results, we are
mindful that our business processes and activities must
adapt if the business is to continue to thrive in the next
20 plus years.
In this, our inaugural integrated report (IR), we explain
why thl is committed to being a Future-Fit Business and
how we are transforming the way we do things to ensure
long term sustainable value is generated from the resources
we rely on.
Through balancing the expectations of today with the
needs of the future, we foresee a bright and promising
journey ahead.
Come with us.
02 The need to act
04 Future-Fit Business
06 Year in review
08 Chairman's report
1 2 CEO's report
1 8 What's a Future-Fit Business?
22 thl at a glance
24 How we create value
26 Driving results
28 - Optimising our
operational effiency
32 - Leading the way
with new ideas
36 - Enabling our people to
develop, grow and be well
40 - Respecting and embracing
our communities
46 - Protecting and enhancing
our environment
54 Governance year in review
58 Divisional reports
58 - New Zealand
59 - Australia
60 - USA
62 - Tourism
63 - Equity investments
65 Directors' statement
66 Financial statements
121 Independent auditor's report
126 Corporate governance
142 Board of Directors
143 Corporate information
The Board acknowledges its responsibility to ensure the integrity of the IR.
The Board has applied its mind to the IR and believes that it addresses all
material issues, presents fairly the integrated performance of the organisation
and its impacts in accordance with the principles set out in the International
Integrated Reporting Council (IIRC) Framework. The IR has been prepared
according to the IIRC guidelines and IR recommendations by Wymond Symes,
Consultant - Tauranga office, CATALYST® Ltd.
The IR was approved by the Board on 26 August 2019 and is signed on its behalf by:
Grant Webster – Chief Executive Officer
Rob Campbell – Chairman
Welcome to the inaugural thl integrated
report. Two years ago we produced our first
sustainability report. We set some goals
and reported on what we knew at the time
from a sustainability perspective. We now
see how little we knew, how small the steps
were that we were taking and how our
measurement criteria and methods were
only the beginning. There is little doubt that
in another two years’ time we will look back
at this first integrated report and say the
same thing again - at least we hope we do,
as we need to keep evolving our approach to
how we work and what we stand for.
Our intent is to become a Future-Fit Business
(FFB)1. In this report, we will explain the
Future-Fit Business methodology, the criteria
and the positive impact we expect it to have
on thl into the future.
The need to act
Setting the scene with Professor Will St ...
our view todayI N T E G R AT E D A N N U A L R E .docxhoney690131
our
view
today
I N T E G R AT E D
A N N U A L R E P O R T
2 0 1 9
goes
on
forever
As thl continues to expand, delivering on our global
growth strategy and forecast financial results, we are
mindful that our business processes and activities must
adapt if the business is to continue to thrive in the next
20 plus years.
In this, our inaugural integrated report (IR), we explain
why thl is committed to being a Future-Fit Business and
how we are transforming the way we do things to ensure
long term sustainable value is generated from the resources
we rely on.
Through balancing the expectations of today with the
needs of the future, we foresee a bright and promising
journey ahead.
Come with us.
02 The need to act
04 Future-Fit Business
06 Year in review
08 Chairman's report
1 2 CEO's report
1 8 What's a Future-Fit Business?
22 thl at a glance
24 How we create value
26 Driving results
28 - Optimising our
operational effiency
32 - Leading the way
with new ideas
36 - Enabling our people to
develop, grow and be well
40 - Respecting and embracing
our communities
46 - Protecting and enhancing
our environment
54 Governance year in review
58 Divisional reports
58 - New Zealand
59 - Australia
60 - USA
62 - Tourism
63 - Equity investments
65 Directors' statement
66 Financial statements
121 Independent auditor's report
126 Corporate governance
142 Board of Directors
143 Corporate information
The Board acknowledges its responsibility to ensure the integrity of the IR.
The Board has applied its mind to the IR and believes that it addresses all
material issues, presents fairly the integrated performance of the organisation
and its impacts in accordance with the principles set out in the International
Integrated Reporting Council (IIRC) Framework. The IR has been prepared
according to the IIRC guidelines and IR recommendations by Wymond Symes,
Consultant - Tauranga office, CATALYST® Ltd.
The IR was approved by the Board on 26 August 2019 and is signed on its behalf by:
Grant Webster – Chief Executive Officer
Rob Campbell – Chairman
Welcome to the inaugural thl integrated
report. Two years ago we produced our first
sustainability report. We set some goals
and reported on what we knew at the time
from a sustainability perspective. We now
see how little we knew, how small the steps
were that we were taking and how our
measurement criteria and methods were
only the beginning. There is little doubt that
in another two years’ time we will look back
at this first integrated report and say the
same thing again - at least we hope we do,
as we need to keep evolving our approach to
how we work and what we stand for.
Our intent is to become a Future-Fit Business
(FFB)1. In this report, we will explain the
Future-Fit Business methodology, the criteria
and the positive impact we expect it to have
on thl into the future.
The need to act
Setting the scene with Professor Will St.
Are traditional financial reports still a valid part of organisational communication and accountability? Or has the financial report become an impenetrable collection of numbers and words, prepared only for compliance purposes, and only understood by a few technical elite? Is financial reporting keeping up with the increasingly complex demands of business? What effect is digital disruption having?
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Learn more: http://www.charteredaccountants.com.au/futureinc
Russian business incubator program - The functioning of business incubator o...Vasily Ryzhonkov
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RUSSIAN AND CANADIAN TEAM S IN AN EIGHT MONTHS STRATEGIC PLANNING
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For many of those who are looking to start up a social enterprise, the framework of Social Return on Investment (SROI) could prove to be crucial in both understanding and presenting our social impacts in economic terms. Anything that helps raise funding and support has to be worth taking seriously, so here's a short overview of
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El document "Venture Capital in Catalonia. The Underused Economic Growth Factor" ha estat realitzat per Oriol Valentí i Vidal i Silvia Corbella Baselga, estudiants de la Universitat Pompeu Fabra.
Si voleu més informació els podeu contactar als següents emails: oriol.valenti@gmail.com i silviacb_89@hotmail.com
The document "Venture Capital in Catalonia. The Underused Economic Growth Factor" has been written by Oriol Valentí i Vidal and Silvia Corbella Baselga, Universitat Pompeu Fabra undegraduate students.
If you want more information, you can email them: oriol.valenti@gmail.com and silviacb_89@hotmail.com
CO-EVOLUTION BETWEEN CCC-DRIVEN CASH FLOW MANAGEMENT AND TRANSFORMATION OF R&...IJMIT JOURNAL
Amazon became the world R&D leader in 2017 by rapidly increasing R&D investment. The company’s extremely large amount of R&D funds is the result of an ample free cash flow generated by sophisticated cash conversion cycle (CCC) management. Increased R&D induced business advancement and lean cost structure construction leading to further increase in cash flow which has stimulated interaction between vendors, customers, and Amazon via the Amazon marketplace. Activated interaction accelerated CCC advancement, a subsequent free cash flow increase, and user-driven innovation, thus accelerated the transformation of routine or periodic alteration activities into significant improvement simultaneously. All of these components function together as a consolidated sophisticated machine.
CO-EVOLUTION BETWEEN CCC-DRIVEN CASH FLOW MANAGEMENT AND TRANSFORMATION OF R&...IJMIT JOURNAL
Amazon became the world R&D leader in 2017 by rapidly increasing R&D investment. The company’s extremely large amount of R&D funds is the result of an ample free cash flow generated by sophisticated cash conversion cycle (CCC) management. Increased R&D induced business advancement and lean cost structure construction leading to further increase in cash flow which has stimulated interaction between vendors, customers, and Amazon via the Amazon marketplace. Activated interaction accelerated CCC advancement, a subsequent free cash flow increase, and user-driven innovation, thus accelerated the transformation of routine or periodic alteration activities into significant improvement simultaneously. All of these components function together as a consolidated sophisticated machine.
In light of the increasing concern to R&D resources development without the dilemma of a productivity decline that most digital economies are now confronting, this paper demonstrated the above hypothetical view.
An intensive empirical analysis focusing on the development trajectory of Amazon’s techno-financing system over a period from 1997 to 2018 was conducted.
An insightful suggestion to neo open innovation that fuses financing management and R&D management was thus provided.
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The food market will experience rapid evolution in 2018, according to sector experts at MSL. A broad array of technological innovations will make it easier to acquire and consume foods and beverages tailored to our specific food needs, speeds and philosophies.
These insights emerge from the MSL’s annual analysis of top food trends compiled by its highly specialized food marketing and PR team, appearing as a shareable infographic. In recent years the agency’s forecast has been viewed more than 100,000 times. Past forecasts have spotted the emergence of major marketplace successes, including turmeric, coconut, ugly produce, food waste reduction and coffee as an ingredient.
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SDG Signals - SBTribe Research by Salterbaxter MSLMSL
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4. Sustainability Implementation & Best Practices
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2. 1
MEASUREMENT MATTERS
It’s now more than two years since
the International Integrated Reporting
Council (IIRC) published its integrated
reporting framework. Many reporters
now know what integrated reporting
is, and there are some great examples
out there. But, having looked at the
best integrated reports the world
has to offer, we sense that a divide
is opening up – one at least as big
as that between companies who
spurn integration, and those who
have embraced it. And that divide
is the measurement of outcomes.
It seems clear to us that the integrated
reporters who show, rather than
tell, are the only ones able to truly
convince their stakeholders that their
company is doing something different.
These measurement-focused
integrated reporters have the courage
to cover not only value creation, but
also value depletion. They talk plainly
about cause and effect, and typically
use the language of the ‘capitals’
(see ‘Quick primer: the capitals’) to do
so. They are focused not just on inputs
(‘we rely on A, B and C to do business’)
and outputs (‘this year we achieved X,
Y and Z’) but also on outcomes
(‘this year our business affected
A, B and C both positively and
negatively’), and they don’t shy
away from discussing value
that can’t be quantified.
Why do some reporters go to these
lengths? Because it means that they
can offer their stakeholders concrete
proof that integrated thinking is
really happening. They can articulate
a strong argument for the continued
operation of their business. They
can tell a richer, more holistic story
in their reports (and across their
communications) about the value their
business creates, and the associated
impacts. And, of course, they can
demonstrate clearly how they plan to
survive, and thrive, over the long term.
But what does all this look like
in practice? Well, we think that,
having surveyed the best integrated
reporters from around the world,
certain patterns begin to emerge.
It’s not a straightforward spectrum
from ‘bad to good’, but some
approaches are certainly more
effective than others.
EVERYONE’STALKINGABOUTINTEGRATEDREPORTING.
BUT NOT EVERYONE HAS REALISED THAT THERE’S A NEW DIVIDE
OPENING UP WITHIN THE INTEGRATED REPORTING MOVEMENT.
TWO YEARS ON FROM THE FIRST INTEGRATED REPORTING
FRAMEWORK, WE THINK IT’S CLEAR THAT MEASURING OUTCOMES,
NOT JUST LISTING INPUTS AND OUTPUTS, IS WHAT PUTS THE
BEST INTEGRATED REPORTERS FIRMLY AHEAD OF THE REST.
3. 2
SALTERBAXTER MSLGROUP
QUICKPRIMER:
THECAPITALS
Capitals (also referred to as ‘resources
and relationships’) are stocks of value or
assets that can be added to,or diminished,
by the activities of a business.The IIRC
lists six in its framework,but,critically,
notes that companies need only report
on those capitals material to them.
In this Directions supplement,
we will show how each of these
four techniques marks a particular
step-change in integrated reporting,
and discuss how,in combination,
they bring us meaningfully closer
to the kind of integrated reports
envisioned by the IIRC and many
business and sustainability leaders.
We also offer some guidance around
how to bring more measurement
of outcomes into your own reporting
(page 9),and then take a look at
what the future might hold (page 10).
– FINANCIAL
(internal and external funds
available to a business)
– HUMAN
(people and their
capabilities and experience)
– MANUFACTURED
(e.g. buildings, equipment
and infrastructure)
– SOCIAL AND
RELATIONSHIP
(stakeholder and
network relationships)
– INTELLECTUAL
(knowledge-based
intangibles, e.g. brands
and patents)
– NATURAL
(environmental resources,
e.g. air, water and land)
The four key ways integrated
reporters have impressed us:
ALIGNINGPERFORMANCE
WITHTHECAPITALS
Pages 3–4
USINGTHECAPITALSTO
MEASUREPERFORMANCE
Pages 5–6
MEASURINGTHE
UNMEASURABLE
Page 7
TREATINGTHECAPITALSAS
CONNECTEDSTOCKSOFVALUE
Page 8
4. CAPCOM
3
MEASUREMENT MATTERS
ALIGNINGPERFORMANCE
WITHTHECAPITALS
MANY INTEGRATED REPORTERS ARE BEGINNING TO ALIGN
THEIR PERFORMANCE DISCUSSION WITH THE CAPITALS,
AND SO ARE ABLE TO OFFER A MORE BALANCED, HOLISTIC
VIEW OF THE VALUE THEIR ORGANISATION CREATES.
CAPCOM, the Japanese videogame company, are at the start of this
process of alignment. Accordingly, within their business model
description they make clear that the later parts of the report, largely
focused on performance, can be mapped against the different
capitals. For example, they pull discussion around the construction
of a new, well-equipped development base under the ‘production
capital’ heading, and discussion around the growth of their brands
via deployment of popular content under ‘intellectual capital’.
5. MTN GROUP ENI
4
SALTERBAXTER MSLGROUP
MTN GROUP, the South African telecommunications business,
offers a similar level of integration with the capitals, using their
‘Group performance and outlook’ section to highlight each strategic
objective in turn, which are then linked to, among other things,
the capitals. It’s worth noting that – unusually – MTN acknowledges
that the same actions can affect more than one capital –
for example, transferring best-practice between operating
companies impacts both intellectual and human capital.
Italian oil and gas multinational ENI also focuses on pulling
performance measures underneath the ‘capitals’ umbrella,
but does so in a considerably more detailed way. The company
offers tables for each strategic objective, which include a long list
of performance indicators. These tables are then split up (and
colour-coded) by the capitals. For example, the objective ‘Return
to structural profitability in the gas and power business’ includes
indicators measuring worldwide gas sales (productive capital) and
injury frequency rate in the gas and power division (human capital).
Other reporters who have made progress in this area include
BIDVEST (South Africa) who present their material issues and
KPIs through the lens of the capitals, and TELEFÓNICA (Spain)
whose KPIs are all associated with a relevant capital.
6. Just two or three years ago, substantial, capitals-based
performance sections were practically unheard of, but we are
very pleased to say that this sort of effort is now becoming more
and more common. Many have even replaced more traditional
per-division or chiefly financial performance sections entirely.
ITAÚ UNIBANCO, the Brazilian bank, offers considerable detail
around each capital (with financial capital included at the
start, but very much presented as on a par with the others),
supplying both qualitative and quantitative information
where appropriate. Many reporters still struggle to talk
convincingly about intangibles like intellectual capital,
but the bank handles this very well, explaining clearly
how they have invested in their brand during the year.
UNICREDIT, the Italian financial services company, offers a similarly
strong capitals-focused performance section, brought to life via
several infographics and small case studies.
5
MEASUREMENT MATTERS
ITAÚ UNIBANCO UNICREDIT
USINGTHECAPITALS
TOMEASUREPERFORMANCE
THIS YEAR, WE’VE SEEN MORE REPORTERS THAN EVER BEFORE
OFFER SIZEABLE PERFORMANCE SECTIONS WHICH COVER
OUTCOMES AGAINST EACH OF THE CAPITALS.
7. Spanish electricity company IBERDROLA takes a slightly different
approach to the same concept, offering a performance dashboard
per capital, which shows what the relevant management approach
has been during the past year, what the quantifiable results
or principal related activities were, and then what’s planned
for the immediate future.
In South Africa, meanwhile, energy and chemical company SASOL
offers a standardised per-capital format for their disclosure which
covers how the company uses the capital in question, key inputs
and outputs (for example, coal is a natural capital input, and GHG
emissions are an output), and relevant activities during the year.
Progress in reporting in depth against the capitals has also been
made by UK property company THE CROWN ESTATE, who, via their
‘Total Contribution’ initiative, are developing a comprehensive set
of indicators which means that they will soon be able to quantify
their social, environmental and economic contribution using
the language of the capitals. CCR (Brazil) also offers a detailed
performance section, as does Dutch company AKZONOBEL.
6
SALTERBAXTER MSLGROUP
IBERDROLA SASOL
8. 7
MEASUREMENT MATTERS
EISAI SAP
MEASURINGTHEUNMEASURABLEMANY REPORTERS STRUGGLE WITH THE NOTION OF DISCLOSING INFORMATION AROUND THINGS THAT ARE,
BY NATURE, INTANGIBLE, SUCH AS SOCIAL AND RELATIONSHIP CAPITAL – BUT SOME ARE SUCCEEDING.
We applaud the reporters that have, despite the inherent
difficulties, chosen to face the task of ‘measuring the
unmeasurable’ head-on. For example, all of the reporters
who provided capitals-centric performance sections within
their reports attempted to explain their activities regarding
intellectual and social and relationship capital in some way.
Many did so successfully and, notably, without necessarily
feeling the need to quantify their activities. Best-practice
in this area is still emerging, but there are some interesting
examples out there.
Japanese pharmaceutical company EISAI offers a particularly
interesting take on reporting against social and relationship capital,
opting to focus on their ‘partnership initiatives’. They offer an
overview of why such partnerships are particularly important to
their business, supported by a graphic which shows the two most
common varieties of partnership (technology and regional) and
then, over two pages, they provide a list of their partners, supported
by brief descriptors. This sort of disclosure doesn’t require new
information to be gathered, nor much conceptual thinking, but it
is nonetheless highly relevant for Eisai, and extremely useful to
the report’s readers.
SAP, the German multinational software firm, offer perhaps the
most notable innovation in this area, having created a framework
which firmly establishes the link between non-financial and
financial performance. This means that the company is able
to offer not only insight into the underlying indicators which are
used to measure, for example, the health of their business culture
or employee engagement, but that they are also able to show how,
for example, an increase (or decrease) of one percentage point in
the results of their ‘Business Health Culture Index’ survey would
have an impact of €65-75 million on profits. This framework is
also used to assess the impact of non-financial indicators on
SAP’s strategic objectives; in this way the company is able to
draw (and explain) a clear link between growing customer loyalty
and employment of more women in management positions.
We were also impressed by the intellectual capital disclosure
offered by UNICREDIT, a business that, operating in the financial
services sector, is more reliant than most on innovations in
information technology, processes and organisation. And,
as discussed earlier, Itaú Unibanco does a great job of explaining
how it has grown the value of its brand during the year.
9. 8
SALTERBAXTER MSLGROUP
SASOL KUMBA IRON ORE
TREATINGTHECAPITALSAS
CONNECTEDSTOCKSOFVALUETHE MARK OF A TRULY SOPHISTICATED INTEGRATED REPORTER IS INCLUDING DISCUSSION
OF THE CAPITALS’ ROLE AS INTERDEPENDENT STOCKS OF VALUE, WHICH ORGANISATIONS
CAN AFFECT BOTH POSITIVELY AND NEGATIVELY.
Very few reporters have thus far offered truly sophisticated
discussion around the capitals, where they are treated as
interdependent stocks of value that can be affected positively
and negatively. Furthermore, all those that have done so thus far
are based in South Africa (understandably, given the ‘head start’
provided by the King III regulations). But what do we mean by
‘sophisticated’ discussion?
Well, we think that energy and chemical company SASOL offers
perhaps the most impressive disclosure on this front. They include
a section titled ‘Balancing our capital trade-offs’, in which they
explain, among other things, that, by reacting to rapidly evolving
environmental policy, they will on the one hand be preserving
natural capital, but on the other diminishing the value of their
manufactured capital, given the technical implications of
installing emission abatement equipment. Sasol’s frankness
concerning possible negative impacts in addition to positive
ones is to be applauded.
KUMBA IRON ORE, meanwhile, also offers highly advanced
discussion around the capitals. For example, in the section
covering their first material issue, ‘Responding to changes in
the iron ore market’, they show how their actions have had an
impact on their resources – so restructuring contributed to a 40%
reduction in headcount (human capital) while greater efficiency
means that their existing physical assets are better utilised
(manufactured capital). It sounds simple enough, but the vast
majority of integrated reporters do not yet draw this clear line
from their activities to impacts on multiple capitals.
Fashion brand TRUWORTHS also offers something interesting
in this area – they show clearly which capitals are affected
by the actions they are taking to address their material issues.
Again, this appears simple, but many reporters don’t take that
extra step of thinking about how actions can have ramifications
that affect not just one capital, but many.
10. MEASUREMENT MATTERS
1:WALK BEFORE YOU RUN
Reporting meaningfully against
all six capitals is a big job,
so start with the ones you are
most comfortable with, and
work from there. For example,
state-of-the-art manufactured
capital is particularly important
to miners, while highly-trained
human capital is most important
to software developers.
The IIRC would be the first to say
that the integrated reporting
framework isn’t a definitive set
of rules. If not all of the capitals
are material to your business
and stakeholders, don’t give
them too much (or indeed any)
space. Equally, if one is
particularly material, it is
appropriate to focus on it.
And if you already use, or want
to start using, particular terms
to refer to your assets rather
than ‘capitals’ that is fine, too.
The best integrated reporters
discuss the ways in which
the capitals can be grown
and drawn down, and how
they are linked (i.e. certain
actions may build up one
while diminishing another).
IT’S A FRAMEWORK,
NOT A RULEBOOK
BALANCE AND
CONNECTIVITY ARE KEY2: 3:
6STEPSTOWARDS
MEASURINGWHATMATTERS
4:NOT EVERYTHING
CAN BE COUNTED
Social and relationship capital
and intellectual capital in
particular don’t necessarily
lend themselves easily to
quantification; fortunately it is
more than acceptable to
discuss things that can’t be
‘measured’ in a meaningful
sense, if they are important to
your stakeholders and enable
your company to create value.
The best integrated reporters,
like the best financial and
sustainability reporters, explain
negative developments as well
as positive ones.
If you are in the process of
improving how you measure
outcomes in your integrated
report, it’s likely that such an
improvement will take place
over a few years. Share your
plans with your stakeholders,
and they will likely respond well
to your openness.
BALANCED REPORTING
IS CRUCIAL
LET STAKEHOLDERS
SEE BEHIND THE CURTAIN5: 6:
11. 10
SALTERBAXTER MSLGROUP
MEASUREMENTMATTERS.
SOWHAT’SNEXT?
As we write, it seems clear that there remain several
different paths open to reporters who agree that
measurement matters. Monetisation is one, and
a context-based scorecard approach another. We
think though, that reporters taking the path of pure
monetisation, disregarding environmental context,
will not serve their stakeholders or the wider world
particularly well. Furthermore, we believe that a key
role remains for high-quality narrative reporting
on non-financial value creation; it’s perfectly
acceptable, and entirely realistic, to say that not
all of the value that your company creates could,
or should, fit on a spreadsheet.
Given that many reporters are only just beginning to move towards
meaningful reporting on non-financial outcomes, it may seem
a little premature to think about what’s coming next. The big
accountancy firms are, however, already active on this front.
EY, KPMG, PwC and Deloitte have all put out various think-
pieces in which the future of integrated reporting is discussed.
And, by and large, they all point in one direction: monetisation.
But what does that entail?
Essentially, it means going further than offering straightforward
qualitative and quantitative outcome reporting (e.g. broad
discussion around social and relationship capital, hard numbers
on carbon emissions) by taking the (sizeable) step of assigning a
financial value to non-financial capitals, so that they can ultimately
be accounted for in the financial statements of listed companies.
The best-known example of a similar process in practice is
Kering and Puma’s work on creating an ‘environmental’ profit
and loss account.
EY, in their 2014 publication ‘Integrated reporting: elevating value’
present monetisation as an inevitable next step, and it is a core
component of KPMG’s ‘True value’ methodology. Moreover, PwC
talks about the imperative of putting “value in a language business
understands”. Undoubtedly, this is an important goal. After all, the
ultimate aim of the IIRC is to change the information set upon which
investment decisions are based, facilitating a gradual move of
capital away from unsustainable enterprises.
However, as many involved freely admit, monetisation is not an
easy process. Fundamentally, it involves making assumptions
about how the world works, which is hardly simple or foolproof.
Furthermore, many enterprises currently benefit substantially,
in share price terms, from the costs of their firm’s heavy negative
impacts on certain capitals staying in the background – it is very
difficult to imagine such companies signing up of their own accord
for prominent monetisation of non-financial capital. And that’s
a big problem – if some companies don’t offer this information,
investors will not be able to make decisions by comparing like
with like. The only viable solution, then, would seem to be a
government-imposed method of pricing negative impacts on
capitals – yet such a method would undoubtedly be both highly
controversial and costly to implement.
For these reasons, among others, broad adoption of monetisation
currently seems like a far-off aspiration. It’s worth asking, though,
whether monetisation is really something to which leading reporters
should be aspiring.
Crucially, many thinkers in this area have arguably lost touch with
the fact that the placement of financial capital at the apex of the
six capitals, with the remaining five fitted roughly into its mould,
could be said to contradict much of what the sustainability
reporting movement has traditionally advocated. Many don’t
believe that everything a company does could, or should, be
reducible to cold, hard cash. For example, monetisation of
emissions could lead to trade-offs being made without regard
to the ultimate capacity of the atmosphere to absorb carbon
– as if that absorption capacity were not ultimately finite,
rather just grew more expensive to use over time.
Mark McElroy (founder and Executive Director at the US-based
Centre For Sustainable Organisations) is a prominent critic of
monetisation without recourse to context, advocating instead
for a ‘multi-capital scorecard’ approach. This involves quantifying,
but not monetising, impacts on all six capitals, with the result
a ‘triple bottom line’ (social, environmental and financial) which
offers a holistic and, critically, contextual picture of value creation.
This may, in time, prove to be a valuable alternative to monetisation.
12. Annual Report 2015
BPAnnualReportandForm20-F2015
Annual Report and
Form 20-F 2015
bp.com/annualreport
ANNUAL REPORT 2015
DRIVING CHANGE,
DEFINING OUR FUTURE
ANGLOAMERICANPLCANNUALREPORT2015
About Salterbaxter
MSLGROUP
Salterbaxter helps business and
brands step up to the challenge of
the changing relationship between
business and society. We combine
strategy, sustainability and creative
communications to help drive change,
support commercial objectives
and connect with external and
internal audiences.
As part of MSLGROUP (Publicis Groupe’s
strategic communications network) we
have built an exciting and unique agency
that is designed specifically to give our
clients the breadth and depth of skills
they require to navigate today’s strategy
and communications landscape.
Every client, company and ambition
is different, so we take a bespoke
approach, blending our clients’
needs with sector-specific expertise,
insight and methodologies from our
extensive experience.
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Hilton Worldwide
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Jaguar Land Rover
Laing O’Rourke
LEGO Group
Lockheed Martin
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CONTACT US:
Penny Baxter
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penny.baxter@salterbaxter.com
Nick White
Head of Corporate Reporting
nick.white@salterbaxter.com
SALTERBAXTER MSLGROUP
82 Baker Street
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