The aim of Integrated Reporting is about credible communication for capital (financial / manufactured / intellectual/ human / social and relationship / natural).
It is that simple – and that complex
This document discusses various topics related to sustainability reporting and integrated reporting. It begins with definitions of sustainable development, accounting and disclosure, corporate social responsibility, and corporate sustainability reporting. It then explains integrated reporting and the Integrated Reporting Framework developed by the International Integrated Reporting Council. The document notes debates around sustainability reporting versus integrated reporting and calls for organizations to pursue further knowledge and propose new perspectives to advance reporting and sustainability.
This Research Spotlight provides a summary of the academic literature on environmental, social, and governance (ESG) activities including:
• The relation between ESG activities and firm value
• The impact of environmental and social engagements on firm performance
• The market reaction to ESG events
• The relation between ESG and agency problems
• The performance of socially responsible investment (SRI) funds
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
The document provides an overview of sustainability reporting and ESG reporting. It discusses key concepts like scope 1, 2, and 3 emissions reporting and standards like IFRS, FASB, and SASB. It also outlines initial steps organizations can take to implement sustainability and ESG reporting, including developing a data strategy, identifying data sources, and establishing reporting cycles and metrics. Sample software vendors for ESG compliance and reporting are also listed.
This document provides an introduction to environmental, social, and governance (ESG) factors. It defines ESG as a framework that assesses how companies manage risks and opportunities from changes to environmental, social, and economic systems. The document discusses key ESG issues, how stakeholders influence corporate ESG performance, and why ESG is important for risk management, identifying opportunities, and building long-term value. It also outlines various types of sustainable investing and provides examples of financially material ESG incidents that have impacted companies.
Presentation by Stathis Gould at The 6th Annual Symposium on Sustainable Business Non-Financial and Integrated Reporting, Baruch College, November 1, 2013
These slides discusses on the environmental, social and governance (ESG) factors for responsible investment. It briefly covers the ongoing crisis our world economy is dealing with today, which adversely affects business owners and investors alike.
This document discusses various topics related to sustainability reporting and integrated reporting. It begins with definitions of sustainable development, accounting and disclosure, corporate social responsibility, and corporate sustainability reporting. It then explains integrated reporting and the Integrated Reporting Framework developed by the International Integrated Reporting Council. The document notes debates around sustainability reporting versus integrated reporting and calls for organizations to pursue further knowledge and propose new perspectives to advance reporting and sustainability.
This Research Spotlight provides a summary of the academic literature on environmental, social, and governance (ESG) activities including:
• The relation between ESG activities and firm value
• The impact of environmental and social engagements on firm performance
• The market reaction to ESG events
• The relation between ESG and agency problems
• The performance of socially responsible investment (SRI) funds
This Research Spotlight expands upon issues introduced in the Quick Guide “Investors and Activism”.
The document provides an overview of sustainability reporting and ESG reporting. It discusses key concepts like scope 1, 2, and 3 emissions reporting and standards like IFRS, FASB, and SASB. It also outlines initial steps organizations can take to implement sustainability and ESG reporting, including developing a data strategy, identifying data sources, and establishing reporting cycles and metrics. Sample software vendors for ESG compliance and reporting are also listed.
This document provides an introduction to environmental, social, and governance (ESG) factors. It defines ESG as a framework that assesses how companies manage risks and opportunities from changes to environmental, social, and economic systems. The document discusses key ESG issues, how stakeholders influence corporate ESG performance, and why ESG is important for risk management, identifying opportunities, and building long-term value. It also outlines various types of sustainable investing and provides examples of financially material ESG incidents that have impacted companies.
Presentation by Stathis Gould at The 6th Annual Symposium on Sustainable Business Non-Financial and Integrated Reporting, Baruch College, November 1, 2013
These slides discusses on the environmental, social and governance (ESG) factors for responsible investment. It briefly covers the ongoing crisis our world economy is dealing with today, which adversely affects business owners and investors alike.
Environmental, Social and Governance (ESG) investing is bringing a new lens to the world of traditional investment management. ESG is increasingly becoming a key decision criterion within the institutional and retail channels as investors seek to ensure that their investments align with their values. In this webinar, we will provide a unique understanding of distribution trends driven by ESG criteria vital to product development and sales strategies for Asset Managers.
Broadridge has partnered with MSCI ESG Research to provide Asset Managers with access to ESG factors for funds. On this webinar, we will provide a detailed overview of ESG investment trends as well as present an overview of a unique set of data that provides ESG transparency on more than 27,000 funds.
Environmental, social and governance (ESG) refers to the three main areas of concern that have developed as central factors in measuring the sustainability and ethical impact of an investment in a company or business. These areas cover a broad set of concerns increasingly included in the non-financial factors that figure in the valuation of equity, real-estate, corporate, and fixed-income investments. ESG is the catch-all term for the criteria used in what has become known as socially-responsible investing. Socially responsible investing is among several related concepts and approaches that influence and, in some cases govern, how asset managers invest portfolios.
What is an ESG Audit?
Environmental, social and governance (ESG) risks are inevitable for every business. But how these issues are collected, managed and reported are what will make the difference between a company that is prepared or not.
This document provides information about RSM GC Advisory Services Pvt. Ltd., a sustainability consulting firm. It discusses the company's leadership in sustainability services across multiple sectors and geographies in India, Southeast Asia, and Africa. The document outlines the company's approach to sustainability which involves an initial diagnostic study, developing sustainability strategies and policies, setting targets and KPIs, implementing performance management systems, and preparing sustainability reports. It provides an overview of the company's service offerings and team of experts who have extensive experience in areas like emissions reduction projects, policy formulation, and delivering value to clients in the energy, infrastructure, mining, and other sectors.
Integrated Reporting es una de las metodologías para elaborar memorias de sostenibilidad desde un enfoque más financiero.
Para más información visita nuestra web: http://www.mas-business.com/guias-RSE
ESG reporting is a framework for companies to assess and manage environmental, social, and governance risks and opportunities. It helps companies create long-term value by integrating these issues into risk management and business operations. Environmental criteria analyze a company's environmental impacts, social criteria evaluate stakeholder relationships and value creation, and governance criteria cover leadership, policies, and shareholder rights. Most large companies now publish ESG reports, with 80% of global companies and 100% of large Japanese and Mexican companies reporting on sustainability. ESG reporting is becoming a standard practice to manage risks, identify opportunities, and build organizational resilience and reputation.
Refinitiv enables tailored integration of ESG into the research, investment vehicle creation, and investment management processes through audible, standardized data across all Environmental, Social and Governance pillars, transparent and customizable rating mechanism, and regularly updating controversies. Refinitiv provides a wide range of concorded historic and forward looking fundamental and pricing data, and value-add index calculation services supporting thematic investments. Refinitiv aims to be the next step in ESG Integration.
The deck sets the scene by introducing the current sustainability context, the Global Reporting Initiative's (GRI- https://www.globalreporting.org/Pages/default.aspx) role in providing metrics for measuring and communicating on sustainability performance and impacts. With numerous reporting requirements out there for organizations to comply with, the deck also explains GRI's collaborative efforts in aligning with other Frameworks.
The presentation was made during the April 2013 'CSR and Sustainability in extractive and energy industries. UK global expertise' week in London. The audience was comprised of representatives from the Oil and Gas and Mining sectors, from Russia and Kazakhstan, who were relatively new to sustainability reporting. The deck puts forward the business case for reporting on sustainability performance and impacts, and includes brief sector-specific information on sustainability reporting trends in those two sectors.
Besides providing a framework for organizations to use, GRI also offer support and guidance - what this means exactly is clarified in the deck.
This document discusses materiality in corporate sustainability reporting. It begins by defining what constitutes a material issue according to standards bodies like the Global Reporting Initiative and Sustainability Accounting Standards Board. Material issues are those that reflect significant economic, environmental or social impacts, or would influence stakeholder assessments. The document then outlines how materiality analysis has evolved in sustainability reporting frameworks over time. It provides examples of how different companies integrate materiality analysis into their business strategies and sustainability reporting.
This document outlines Ujjivan Small Finance Bank's approach to strengthening environmental, social and governance (ESG) integration. It details the key activities the bank has undertaken, including a materiality assessment, benchmarking against peers, and assessments against the Dow Jones Sustainability Index and EY's Sustainable by Design framework. It establishes six pillars for the bank's ESG framework: sustainable operations, empowering communities, responsible finance, customer centricity, human capital, and effective governance. Under each pillar, focus areas and goals are defined for the short, medium and long term to guide the bank's sustainability strategy and reporting.
The document discusses emerging issues around environmental, social, and governance (ESG) reporting and standards. It provides an overview of key frameworks for ESG reporting like the Sustainability Accounting Standards Board (SASB), Task Force on Climate-related Financial Disclosures (TCFD), and Global Reporting Initiative (GRI). It also outlines recent developments that aim to establish a comprehensive global system for ESG reporting, including the International Sustainability Standards Board (ISSB) and European Union's Corporate Sustainability Reporting Directive. The accounting profession has an important role to play in the implementation of ESG standards and providing assurance on ESG reports.
The Rise, Impact, and Challenges of ESG Factor Based Investing.JacobReynolds24
Covers a wide range of topic regarding ESG integration and ESG factor-based investing.
With many pension funds starting to follow the UN’s PRIs, and the signatories representing $70 trillion. ESG factor-based investing cannot be ignored, regardless of the participant's principles. The divestitures we are seeing by major players such as GPIF, Norwegian Oil Fund, CalSTRS as well as many smaller endowment funds.
Has this led to an increase in PE activity in the affected sectors, the driver is that the –what can be seen as forced- selling leading to said companies trading at a discount in public markets. Which leads to the question: through ESG conscious funds investing inline with their principles, do they end up bounding their returns (in the case of tobacco divestment) and arguably making the companies who are deemed poor on the E and S vector less transparent and accountable.
The document outlines the guiding principles of the Global Reporting Initiative (GRI) for sustainability reporting. It discusses why organizations develop sustainability reports, who is interested in them, and provides an overview of the GRI reporting framework. The GRI framework provides standardized disclosures and performance indicators for organizations to disclose their economic, environmental, and social impacts in a comparable manner. It helps information seekers evaluate organizations' sustainability practices.
This document provides an introduction to corporate social responsibility (CSR), including a definition, reasons for adopting CSR programs, potential objections to CSR, and how CSR programs can be communicated and reported. It discusses the business advantages of CSR in areas like human resources, risk management, and brand differentiation. It also presents alternative viewpoints on CSR and considers frameworks for CSR reporting, including using triple bottom line accounting and standards from organizations like the Global Reporting Initiative.
This document provides a summary of a presentation on performance auditing. The presentation objectives are to understand the landscape of internal auditing, increase ability to work with management, analyze risks, and learn value-for-money approaches. The presentation covers the definition of internal auditing, performance audits, management functions, performance measures, and the International Standards for internal auditing. The benefits of performance audits are that they are relevant, flexible, improve organizational performance, and strengthen governance.
The document provides information about the Sustainability Accounting Standards Board (SASB). SASB develops sustainability accounting standards to guide companies' disclosure of material environmental, social, and governance information. SASB's standards are developed through evidence-based research and stakeholder participation, and cover 10 sectors and 79 industries. SASB's mission is to improve market efficiency through enhanced non-financial disclosure.
This document provides an overview of integrated reporting in India. It discusses the evolution of integrated reporting from traditional financial reporting and defines integrated reporting according to the International Integrated Reporting Council framework. The document then reviews literature on integrated reporting in India and other countries. It provides a history of the development of integrated reporting and the International Integrated Reporting Council. Finally, it outlines the key components of the International Integrated Reporting Council framework, including the definition of an integrated report, its objectives and users, and the principles and elements that should be included.
This document discusses sustainability reporting and how companies decide which sustainability initiatives to pursue. It provides insight into how companies gather, assess, and disseminate information about their socially responsible activities. Specifically, it outlines the benefits of sustainability reporting, how to embed sustainability in organizations, identifying material sustainability matters, managing these matters, and communicating performance through reporting.
NL:
ESG Routekaart.
De dwingende uitdaging waarvoor wij staan op het gebied van milieu is, om met zijn allen de beweging in gang te zetten om de gemiddelde opwarming van de aarde tot 1,5 graden te beperken. Sommige belanghebbenden, gouvernementele organisaties en banken, vragen regelmatig om verbetering en het aanscherpen van de Europese wetgeving met betrekking tot het klimaat. De EU zou tegen 2050 een totale reductie van de binnenlandse emissies van 80% moeten realiseren. Door een eenduidig stappenplan te borgen, is een concrete stap naar verduurzamen. Denk daarbij aan de interne- en externe belanghebbenden te betrekken voor de implementatie van initiatieven om CO2-emissies te verminderen, of een stap verder zou zijn, om de emissies te compenseren. De Routekaart beschrijft aan de hand van analyses, en sector specifieke KPI’s, modellen hoe dit beleid goed zou kunnen worden geborgd in een Environmental Socio-Economic Governance beleid. De Routekaart biedt op de lange termijn een kosten efficiënt pad naar een schonere, klimaatvriendelijke bedrijf.
Short biography of the presenter; Ginio Franker, September 1966, Suriname.
Position Learning and Development NLP-trainer & Transpersoonlijke coach + Climate Leader trained by Al Gore. "A Moral Call to Climate Change" + "Environmental Justice".
Website www.greandream.com.
EN:
ESG-ROADMAP
With the effects of climate change already upon us, the need to cut global greenhouse gas emissions is nothing less than urgent. It’s a daunting challenge, but the technologies and strategies to meet it exist today. A small set of ESG policies, designed and implemented well, can put us on the path to a low carbon future. ESG Key Performance Indicators are complex, so they must be sector specific, focused and cost-effective. One-size-fits-all approaches simply won’t get the job done. Sustainability managers need a clear, comprehensive resource that outlines the ESG policies that will have the biggest impact on our climate future, and describes how to implement these policies well within their own organisations.
We don’t need to wait for new technologies or strategies to create a low carbon future—and we can’t afford to. ESG-ROADMAP gives professionals the tools they need to select, design, and implement the policies that can put us on the path to a livable climate future.
The Environmental Social Governance challenges e.g: on regulatory and reputational risks, market scandals and new market opportunities makes ESG information a data source of growing importance. With ESG in company seminars, round table discussions, scholarships and online association programs, we leave no one behind. Sign up today. Zentrepreneur Environmental Social Governance Associates Training. (ZESGA).
contact@esgwatch.eu
+32485773608 BE
+31630092220 NL
Presentation by Vittorio Lusvarghi, chair of the Professional Accountants in Business Committee Sustainability Task Force, at the Institute of Cost Accountants of India's National Cost Convention, New Delhi, India, March 2012.
Nina Eisenman hosts a webinar with the IIRC’s communications director, Jonathan Labrey, as part of an initiative to educate IROs in how they can ‘uncover new ways to create value throughout their organizations.’ The online discussion, entitled An Introduction to Integrated Reporting, will also allow IROs to ask their own questions about the framework in a Q&A with Eisenman and Labrey.
Presentation given by Helen Brand, Chief Executive, Association of Chartered Certified Accountants (ACCA) on integrated reporting during the International Federation of Accountants’ Council Seminar, A Fundamental Shift in Corporate Reporting.
Environmental, Social and Governance (ESG) investing is bringing a new lens to the world of traditional investment management. ESG is increasingly becoming a key decision criterion within the institutional and retail channels as investors seek to ensure that their investments align with their values. In this webinar, we will provide a unique understanding of distribution trends driven by ESG criteria vital to product development and sales strategies for Asset Managers.
Broadridge has partnered with MSCI ESG Research to provide Asset Managers with access to ESG factors for funds. On this webinar, we will provide a detailed overview of ESG investment trends as well as present an overview of a unique set of data that provides ESG transparency on more than 27,000 funds.
Environmental, social and governance (ESG) refers to the three main areas of concern that have developed as central factors in measuring the sustainability and ethical impact of an investment in a company or business. These areas cover a broad set of concerns increasingly included in the non-financial factors that figure in the valuation of equity, real-estate, corporate, and fixed-income investments. ESG is the catch-all term for the criteria used in what has become known as socially-responsible investing. Socially responsible investing is among several related concepts and approaches that influence and, in some cases govern, how asset managers invest portfolios.
What is an ESG Audit?
Environmental, social and governance (ESG) risks are inevitable for every business. But how these issues are collected, managed and reported are what will make the difference between a company that is prepared or not.
This document provides information about RSM GC Advisory Services Pvt. Ltd., a sustainability consulting firm. It discusses the company's leadership in sustainability services across multiple sectors and geographies in India, Southeast Asia, and Africa. The document outlines the company's approach to sustainability which involves an initial diagnostic study, developing sustainability strategies and policies, setting targets and KPIs, implementing performance management systems, and preparing sustainability reports. It provides an overview of the company's service offerings and team of experts who have extensive experience in areas like emissions reduction projects, policy formulation, and delivering value to clients in the energy, infrastructure, mining, and other sectors.
Integrated Reporting es una de las metodologías para elaborar memorias de sostenibilidad desde un enfoque más financiero.
Para más información visita nuestra web: http://www.mas-business.com/guias-RSE
ESG reporting is a framework for companies to assess and manage environmental, social, and governance risks and opportunities. It helps companies create long-term value by integrating these issues into risk management and business operations. Environmental criteria analyze a company's environmental impacts, social criteria evaluate stakeholder relationships and value creation, and governance criteria cover leadership, policies, and shareholder rights. Most large companies now publish ESG reports, with 80% of global companies and 100% of large Japanese and Mexican companies reporting on sustainability. ESG reporting is becoming a standard practice to manage risks, identify opportunities, and build organizational resilience and reputation.
Refinitiv enables tailored integration of ESG into the research, investment vehicle creation, and investment management processes through audible, standardized data across all Environmental, Social and Governance pillars, transparent and customizable rating mechanism, and regularly updating controversies. Refinitiv provides a wide range of concorded historic and forward looking fundamental and pricing data, and value-add index calculation services supporting thematic investments. Refinitiv aims to be the next step in ESG Integration.
The deck sets the scene by introducing the current sustainability context, the Global Reporting Initiative's (GRI- https://www.globalreporting.org/Pages/default.aspx) role in providing metrics for measuring and communicating on sustainability performance and impacts. With numerous reporting requirements out there for organizations to comply with, the deck also explains GRI's collaborative efforts in aligning with other Frameworks.
The presentation was made during the April 2013 'CSR and Sustainability in extractive and energy industries. UK global expertise' week in London. The audience was comprised of representatives from the Oil and Gas and Mining sectors, from Russia and Kazakhstan, who were relatively new to sustainability reporting. The deck puts forward the business case for reporting on sustainability performance and impacts, and includes brief sector-specific information on sustainability reporting trends in those two sectors.
Besides providing a framework for organizations to use, GRI also offer support and guidance - what this means exactly is clarified in the deck.
This document discusses materiality in corporate sustainability reporting. It begins by defining what constitutes a material issue according to standards bodies like the Global Reporting Initiative and Sustainability Accounting Standards Board. Material issues are those that reflect significant economic, environmental or social impacts, or would influence stakeholder assessments. The document then outlines how materiality analysis has evolved in sustainability reporting frameworks over time. It provides examples of how different companies integrate materiality analysis into their business strategies and sustainability reporting.
This document outlines Ujjivan Small Finance Bank's approach to strengthening environmental, social and governance (ESG) integration. It details the key activities the bank has undertaken, including a materiality assessment, benchmarking against peers, and assessments against the Dow Jones Sustainability Index and EY's Sustainable by Design framework. It establishes six pillars for the bank's ESG framework: sustainable operations, empowering communities, responsible finance, customer centricity, human capital, and effective governance. Under each pillar, focus areas and goals are defined for the short, medium and long term to guide the bank's sustainability strategy and reporting.
The document discusses emerging issues around environmental, social, and governance (ESG) reporting and standards. It provides an overview of key frameworks for ESG reporting like the Sustainability Accounting Standards Board (SASB), Task Force on Climate-related Financial Disclosures (TCFD), and Global Reporting Initiative (GRI). It also outlines recent developments that aim to establish a comprehensive global system for ESG reporting, including the International Sustainability Standards Board (ISSB) and European Union's Corporate Sustainability Reporting Directive. The accounting profession has an important role to play in the implementation of ESG standards and providing assurance on ESG reports.
The Rise, Impact, and Challenges of ESG Factor Based Investing.JacobReynolds24
Covers a wide range of topic regarding ESG integration and ESG factor-based investing.
With many pension funds starting to follow the UN’s PRIs, and the signatories representing $70 trillion. ESG factor-based investing cannot be ignored, regardless of the participant's principles. The divestitures we are seeing by major players such as GPIF, Norwegian Oil Fund, CalSTRS as well as many smaller endowment funds.
Has this led to an increase in PE activity in the affected sectors, the driver is that the –what can be seen as forced- selling leading to said companies trading at a discount in public markets. Which leads to the question: through ESG conscious funds investing inline with their principles, do they end up bounding their returns (in the case of tobacco divestment) and arguably making the companies who are deemed poor on the E and S vector less transparent and accountable.
The document outlines the guiding principles of the Global Reporting Initiative (GRI) for sustainability reporting. It discusses why organizations develop sustainability reports, who is interested in them, and provides an overview of the GRI reporting framework. The GRI framework provides standardized disclosures and performance indicators for organizations to disclose their economic, environmental, and social impacts in a comparable manner. It helps information seekers evaluate organizations' sustainability practices.
This document provides an introduction to corporate social responsibility (CSR), including a definition, reasons for adopting CSR programs, potential objections to CSR, and how CSR programs can be communicated and reported. It discusses the business advantages of CSR in areas like human resources, risk management, and brand differentiation. It also presents alternative viewpoints on CSR and considers frameworks for CSR reporting, including using triple bottom line accounting and standards from organizations like the Global Reporting Initiative.
This document provides a summary of a presentation on performance auditing. The presentation objectives are to understand the landscape of internal auditing, increase ability to work with management, analyze risks, and learn value-for-money approaches. The presentation covers the definition of internal auditing, performance audits, management functions, performance measures, and the International Standards for internal auditing. The benefits of performance audits are that they are relevant, flexible, improve organizational performance, and strengthen governance.
The document provides information about the Sustainability Accounting Standards Board (SASB). SASB develops sustainability accounting standards to guide companies' disclosure of material environmental, social, and governance information. SASB's standards are developed through evidence-based research and stakeholder participation, and cover 10 sectors and 79 industries. SASB's mission is to improve market efficiency through enhanced non-financial disclosure.
This document provides an overview of integrated reporting in India. It discusses the evolution of integrated reporting from traditional financial reporting and defines integrated reporting according to the International Integrated Reporting Council framework. The document then reviews literature on integrated reporting in India and other countries. It provides a history of the development of integrated reporting and the International Integrated Reporting Council. Finally, it outlines the key components of the International Integrated Reporting Council framework, including the definition of an integrated report, its objectives and users, and the principles and elements that should be included.
This document discusses sustainability reporting and how companies decide which sustainability initiatives to pursue. It provides insight into how companies gather, assess, and disseminate information about their socially responsible activities. Specifically, it outlines the benefits of sustainability reporting, how to embed sustainability in organizations, identifying material sustainability matters, managing these matters, and communicating performance through reporting.
NL:
ESG Routekaart.
De dwingende uitdaging waarvoor wij staan op het gebied van milieu is, om met zijn allen de beweging in gang te zetten om de gemiddelde opwarming van de aarde tot 1,5 graden te beperken. Sommige belanghebbenden, gouvernementele organisaties en banken, vragen regelmatig om verbetering en het aanscherpen van de Europese wetgeving met betrekking tot het klimaat. De EU zou tegen 2050 een totale reductie van de binnenlandse emissies van 80% moeten realiseren. Door een eenduidig stappenplan te borgen, is een concrete stap naar verduurzamen. Denk daarbij aan de interne- en externe belanghebbenden te betrekken voor de implementatie van initiatieven om CO2-emissies te verminderen, of een stap verder zou zijn, om de emissies te compenseren. De Routekaart beschrijft aan de hand van analyses, en sector specifieke KPI’s, modellen hoe dit beleid goed zou kunnen worden geborgd in een Environmental Socio-Economic Governance beleid. De Routekaart biedt op de lange termijn een kosten efficiënt pad naar een schonere, klimaatvriendelijke bedrijf.
Short biography of the presenter; Ginio Franker, September 1966, Suriname.
Position Learning and Development NLP-trainer & Transpersoonlijke coach + Climate Leader trained by Al Gore. "A Moral Call to Climate Change" + "Environmental Justice".
Website www.greandream.com.
EN:
ESG-ROADMAP
With the effects of climate change already upon us, the need to cut global greenhouse gas emissions is nothing less than urgent. It’s a daunting challenge, but the technologies and strategies to meet it exist today. A small set of ESG policies, designed and implemented well, can put us on the path to a low carbon future. ESG Key Performance Indicators are complex, so they must be sector specific, focused and cost-effective. One-size-fits-all approaches simply won’t get the job done. Sustainability managers need a clear, comprehensive resource that outlines the ESG policies that will have the biggest impact on our climate future, and describes how to implement these policies well within their own organisations.
We don’t need to wait for new technologies or strategies to create a low carbon future—and we can’t afford to. ESG-ROADMAP gives professionals the tools they need to select, design, and implement the policies that can put us on the path to a livable climate future.
The Environmental Social Governance challenges e.g: on regulatory and reputational risks, market scandals and new market opportunities makes ESG information a data source of growing importance. With ESG in company seminars, round table discussions, scholarships and online association programs, we leave no one behind. Sign up today. Zentrepreneur Environmental Social Governance Associates Training. (ZESGA).
contact@esgwatch.eu
+32485773608 BE
+31630092220 NL
Presentation by Vittorio Lusvarghi, chair of the Professional Accountants in Business Committee Sustainability Task Force, at the Institute of Cost Accountants of India's National Cost Convention, New Delhi, India, March 2012.
Nina Eisenman hosts a webinar with the IIRC’s communications director, Jonathan Labrey, as part of an initiative to educate IROs in how they can ‘uncover new ways to create value throughout their organizations.’ The online discussion, entitled An Introduction to Integrated Reporting, will also allow IROs to ask their own questions about the framework in a Q&A with Eisenman and Labrey.
Presentation given by Helen Brand, Chief Executive, Association of Chartered Certified Accountants (ACCA) on integrated reporting during the International Federation of Accountants’ Council Seminar, A Fundamental Shift in Corporate Reporting.
Integrated reporting and XBRL can provide concise summaries of key information from documents. The document discusses:
1) An upcoming webinar on integrated reporting and XBRL presented by Brad Monterio and Liv Watson that will discuss enhanced reporting, evolved decision making, and empowered stakeholder relationships.
2) Brad Monterio's background working with XBRL and integrated reporting standards and advising organizations on strategic communications.
3) The webinar agenda that will provide historical context on reporting, discuss concepts like integrated reporting and benefits, and implications for stakeholders.
Presentation by Graham Terry, Senior Executive: Strategy and Thought Leadership, the South African Institute of Chartered Accountants, given during the International Federation of Accountants’ Council Seminar, A Fundamental Shift in Corporate Reporting.
Prof. Mervyn King's presentation on integrated reporting during the International Federation of Accountants’ Council Seminar, A Fundamental Shift in Corporate Reporting.
Budgeting involves creating detailed financial plans to help manage a business. The document defines budgets and discusses different types of budgets including sales, production, cost of production, purchase, personnel, research and development, capital expenditure, cash, master, fixed, flexible, and zero-base budgets. It also explains budgetary control as the process of establishing budgets, continuously comparing actual performance to budgets, and taking action based on any variances in order to meet organizational objectives or revise plans.
This document discusses budgeting and budgetary control. It defines a budget as a quantitative plan, usually monetary, for a specific time period, often one year. Budgets can be capital budgets for new projects or operating budgets for short-term goals. An effective budgetary control system involves preparing budgets, continuous comparison of actual to planned performance, and revising budgets as needed. Installing such a system requires determining objectives and constraints, and establishing an organization structure with a budget controller and committee responsible for the budget process.
The document discusses the managerial function of directing. It compares directing to a teacher guiding students in a classroom by leading them to their goals through discipline, inspiration, and guidance. Directing involves supervision, communication, motivation, and leadership to ensure employees perform their jobs well and organizational goals are achieved. Key elements of directing include communication, supervision, motivation, and leadership. Communication involves transmitting information from managers to employees. Supervision ensures employees perform work as instructed through guidance and problem solving. Motivation inspires employees to maximize their capabilities and achieve objectives.
Coordination involves harmonizing all activities of an organization to facilitate its working and success. The key principles of coordination include direct personal contact, early coordination during planning, reciprocity between interdependent factors, and continuity as an ongoing process. Coordination is a basic management responsibility that requires unity of purpose and continuous effort, especially in group work. Effective coordination techniques include sound planning, simplified organization structures, committees to address interdepartmental issues, self-coordination through horizontal communication, effective leadership and communication, and use of the chain of command. Barriers to coordination can arise from issues like competition, threats to autonomy, disagreements, differing expectations, lack of trust, perceived costs and benefits, unilateral actions, staff turnover, and poor
This presentation discusses coordination and defines it as the organization of different elements of a complex body or activity to enable effective work. Coordination is a managerial function that properly adjusts and interlinks different business activities. Some key features of coordination include that it is essential to management, requires deliberate effort, and facilitates cooperation between different parts. The importance of coordination is that it encourages team spirit, gives proper direction, facilitates motivation, helps achieve objectives, and improves organizational efficiency and goodwill. Methods of coordination include various administration tools, delegation, evaluation, policies and procedures. Elements of successful coordination are leadership commitment, agreed outcomes, appropriate governance frameworks, sufficient resources, and a culture that supports coordination.
This document discusses the definitions and concepts of administration and management. Administration is defined as the organization and direction of human and material resources to achieve desired ends, and involves planning and organizing. Management is defined as getting things done through other people and involves motivating and controlling. Some key differences between administration and management are that administration makes policies while management implements them, and administration involves owners while management involves managers. The document also outlines the nature, principles, and elements of administration, including that it is goal-oriented, involves division of work and unity of command, and its elements are planning, organizing, staffing, directing, coordinating, reporting and budgeting.
El documento menciona varias ciudades y lugares como Frankfurt, Bremerhaven, Hamburgo, Sydney, Berlín, Budapest, Colonia, Londres, Praga, Dresden, Salzburgo, Las Vegas, Venecia, El Monte Saint-Michel, París, Tokio, Shangai, Hong Kong, Kuala Lumpur y los Alpes, así como Moscú. También menciona la fecha del 5 de agosto de 2011 y la hora de las 13:31, así como la Torre del Puente.
Health Reform in Washington State: Building Bridges Over Troubled WatersNASHP HealthPolicy
This document summarizes Washington State's efforts to reform its health system. It discusses the state's early reform initiatives from 2005-2010, including establishing evidence-based practices, health data transparency, health IT, and chronic care management. It also describes current payment reform pilots testing accountable care organizations and multi-payer medical homes. Looking ahead, the document outlines opportunities under the Affordable Care Act to further transform delivery systems through insurance exchanges and driving payment based on value and outcomes. The overall goal is to improve health care quality and affordability through various reform efforts.
- Louisiana's self-direction option allows participants in the New Opportunities Waiver program to directly hire, fire, and manage their own support workers. Currently 1.8% of waiver participants use self-direction.
- Acumen serves as the fiscal agent, handling payroll, taxes, training tracking and other administrative functions to support self-direction.
- Surveys found high satisfaction rates with both self-direction services and Acumen's fiscal management. The state aims to expand self-direction to more waiver programs.
An organization's ability to continuously learn, grow and renew itself is critical to high performance. MarketMatch provides marketing solutions and services to help financial institutions succeed through strategic planning, branding, customer research, creative design and more. They deliver customized strategies and tactics to create focus, momentum and results for clients.
12 - A years journey through images and thoughtsShravan Shetty
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like depression and anxiety.
This document summarizes a seminar on applying financial realities to strategic planning. The seminar objectives are to help professional services firms use advanced financial models in parallel with strategic planning to assess how different strategies could impact revenues, returns, and risks over time. This enhances strategic decision making. The seminar will discuss building a robust strategic forecasting model, capabilities that enhance decision making, integrating strategic and operational forecasts, and approaches to strategic risks.
The document discusses a workshop on using balanced scorecards and metrics for human resources. It provides objectives of understanding the balanced scorecard approach for HR metrics. The workshop will include an introductory lecture and time for individual work, research, collaboration and presentation development. Key aspects of balanced scorecards are defined, including looking at multiple dimensions beyond just financials. The four legs of balanced scorecards - customer, financial, business process and employee - are outlined. Steps for implementing balanced scorecards including establishing a strategy map, designing scorecard legs, developing dashboards and continuous improvement are presented. Considerations for HR metrics and mapping strategies are discussed.
Project Portfolio Management - An insiders overviewSaji Madapat
The document discusses project portfolio management (PPM) and its benefits for organizations. PPM can help bridge the gap between organizational strategy and successful projects. It involves managing a collection of projects and programs as a group to maximize strategic benefits. The document outlines the evolution of PPM standards and provides an overview of implementation approaches and roles within PPM.
This document provides an overview of key concepts in strategic management including definitions of strategic planning, management control, and operational control. It also discusses mission and vision statements, goal setting, gap analysis, strategic choice, and performance measurement. Multinational strategies and issues are briefly covered along with benchmarking, the product lifecycle, and sources of risk and uncertainty.
The document discusses strategic management and the strategic planning process. It defines strategy and outlines the strategic planning process which includes setting direction through strategic intent, mission, and objectives. It also discusses formulating a strategy using generic strategies, tools like value chain analysis and the product lifecycle model. The strategic planning process concludes with strategy implementation using tools like the seven S framework.
The document discusses a research project on the relationship between corporate environmental governance and strategy, and stock price growth. It summarizes the research objective to determine if high/low stock price growth can be correlated to high/low levels of environmental governance and strategy. It outlines the research methods, targeted industries, early findings from surveys, and frameworks for sustainability strategy and risk.
BUSI 4940.001 Summer 5 Week 1 Class 1 Welcome.docxhumphrieskalyn
BUSI 4940.001 Summer 5 Week 1
Class 1: Welcome to our class!
1
A tough, challenging course
But so is management…and LIFE!
Identify and address strategic issues
Ambiguous, complex real-world issues
“Choice”, not solutions and answers
Five broad objectives:
Think – integrate; open; synthesis
Process – organized analysis & argument
Tools - mechanics
Communication – written/verbal
Teams – leverage for benefit; handle diversity
Not everyone wants to get into Management
General Overview
Name
Major
Something interesting -some suggestions----
about your work e.g. “I’m a bungee-jumping cord tester…”
About your family/home e.g. “I have 3 pet iguanas and 1 kangaroo”
About your hobbies/interests e.g. “I invented the internet.”
Syllabus
Blackboard Learn
Clickers – set up/test
CHANNEL 61
I’ve used clickers before
Yes
No
What’s a clicker?
I aspire to a management career
Yes
No
Not sure yet
Definition
A concrete expression of how an organization intends to compete and win in the marketplace
Strategy expressed in terms of
Goals
Product Focus and Market Focus
Value Proposition
Core Activities
What is Strategy?
Note the rising levels of risk, investment, uncertainty of implications, and time-frames as you move down the list below . . .
Choosing a cereal for breakfast
Making a withdrawal at the ATM
Purchasing an iPad
Purchasing a car
Sun-bathing
Getting an education
Being Strategic
They involve major investments
They have long-term implications, often in multiple areas
They often involve high levels of risk/uncertainty
The Nature of Strategic Actions
Remember that any action can be viewed as being strategic, depending on your frame of reference.
In the business context, your challenge is to think like the CEO, President or, General Manager of the organization, not as a VP of a functional area like Finance Marketing, Human Capital, etc. . . . ., and delineate those actions that are truly “strategic” from those that are “functional.”
The Nature of Strategic Actions
https://www.youtube.com/watch?v=Q96pCI8aOQQ
Which of these actions typically involve “strategic” decisions
for an organization?
Altering the products/services offered by the organization
Altering the markets serviced by the organization
Altering the way the organization creates value for its customers
Streamlining customer-service procedures
Increasing the size of the sales-force
Improving payment terms with buyers.
Switching to a different ERP-platform provider
Hiring a new marketing manager
On Being Strategic . . .
Which of these actions typically involve “strategic” decisions
for an organization?
Altering the products/services offered by the organization
Altering the markets serviced by the organization
Altering the way the organization creates value for its customers
Streamlining customer-service procedures
Increasing the size of the sales-force
Improving payment terms with buyers.
Switching to a different ERP ...
Steve Calder: Business Benefits of GIS: An ROI ApproachAGI Geocommunity
The document outlines an approach for building an ROI case to secure funding for geospatial technology investments. It involves a 10-step process to 1) identify business opportunities, 2) prioritize opportunities based on value and ease of implementation, 3) construct a GIS program to deliver benefits, 4) define project controls, 5) calculate costs, 6) estimate quantifiable benefits, 7) calculate financial metrics like ROI, 8) create a benefits roadmap, 9) present the case in a final report, and 10) obtain support and commitment across the organization. The approach aims to link GIS initiatives to strategic objectives and prove value in quantifiable terms.
The document discusses opportunities for SAS to partner with Pfizer, including leveraging SAS's capabilities in areas aligned with Pfizer's strategic initiatives like improving core performance, capital allocation decisions, social dialogue, and shareholder value. It provides an overview of Pfizer's financial performance and IT budget. It also outlines recommendations for how SAS should approach the Pfizer relationship, with an enterprise selling approach, account planning methodology, and focus on communication, collaboration, and consistent sales forecasting. Specific examples of past successful SAS deals with companies like GE, IBM, Salesforce, and UTC are also mentioned.
This toolkit details cost reduction opportunities across the Value Chain (as defined by strategist Michael Porter). Cost reduction initiatives are categorized in the areas of Enterprise-wide Opportunities, Asset Management Opportunities, and Function-specific Opportunities. Over 45 cost reduction initiatives identified--for each initiative, specific examples are provided, along with projected potential savings.
Download @ http://learnppt.com/powerpoint/
PowerPoint Tutorials @ http://pptdiagrams.wordpress.com/
A Growth Driven CEO: Critical Elements to the CEO\'s Partnership Strategybhdenker
Key takeaways include:
• Selecting the proper Growth Processes
• Performing a Growth Diagnostic
• Measuring the innovation in your growth pipeline
• Determining your future growth potential (FGP)
• Building a seasoned and effective Growth Team
This document discusses various frameworks and tools for analyzing organizations and developing corporate strategies. It covers internal analysis methods like the VRIO framework and organizational capability analysis. It also discusses external analysis techniques like Porter's 5 forces, PESTEL analysis, and SWOT analysis. Strategy formulation tools covered include the BCG matrix, GE business screen matrix, Grand strategy matrix, and PIMS analysis.
This document provides an overview and instructions for the Stock Analyst Program (SAP) being held in fall 2008. It outlines the current portfolio performance, describes the trading challenge and stock pitch components of the program, and reviews various valuation methodologies and investment styles that will be covered, such as discounted cash flow valuation and value versus growth investing. Key dates for stock selection and presentations are also provided.
The document summarizes the problem of a lack of coordination and strategic focus across 120 concurrent projects at an organization in 2004. An investigation revealed projects were contradicting each other and there was no overall direction. A solution implemented centralized control and governance of projects through a hybrid Sarbanes-Oxley and Center of Excellence framework. This established financial controls, resource allocation, synergies identification, and benefits delivery tracking. The results included focused strategic input, staff savings, improved customer service, organizational control, and cost avoidance.
The document provides an overview of strategic planning principles, business planning, and how financial planning and software can assist business innovation centers (BICs). It discusses the importance of strategic planning for BIC clients and outlines key elements that should be included in strategic business plans, such as taking a medium-term view, focusing on strategic matters, and being written down and reviewed periodically. The document also summarizes various aspects that should be considered when preparing a business plan, such as the structure, operations plan, financial plan, and projections.
The document provides recommendations for establishing a Business Development Group (BDG) within an organization to better coordinate efforts in developing new business opportunities. It discusses restructuring the organization to separate short-term sales from long-term strategic development. The BDG would focus on opportunities with a 2-3 year horizon, leveraging cross-functional virtual teams to improve information sharing and decision-making.
The document discusses portfolio management for new products. It notes that portfolio management has become an important management function due to shorter product lifecycles and increased global competition. It then outlines some pitfalls of poor portfolio management such as projects not being strategically aligned and spending not reflecting business priorities. The importance of effective portfolio management is also discussed in terms of maximizing returns, maintaining competitiveness, and allocating resources efficiently. A typical scoring model for prioritizing projects is presented based on factors like strategic alignment, market attractiveness, and risk versus return. Finally, portfolio analysis methods like the BCG matrix are briefly described.
Similar to Integrated Reporting - How an organisation creates value? (20)
Financial Instruments - Introduction - CA Pooja GuptaPooja Gupta
The document discusses financial instruments and their accounting treatment under Indian Accounting Standards. It defines financial instruments and covers their classification as financial assets, financial liabilities or equity. It discusses recognition, measurement, impairment and derecognition of financial instruments. The presentation also covers debt vs equity classification, compound financial instruments and accounting for derivatives like forward contracts.
This document discusses key changes to the Companies Act introduced in 2013 relating to auditors, directors, and financial reporting. Some key points include:
- Auditor tenure is increased to 6 years from 5 years and mandatory rotation of auditors is introduced for listed companies every 10 years.
- Restrictions are placed on non-audit services provided by auditors to clients.
- A minimum of one woman director is required for certain prescribed classes of companies.
- The maximum number of directorships an individual can hold is increased to 20 companies from 15.
- Consolidated financial statements are now mandatory for companies with subsidiaries/associates. Significant influence is redefined.
- Restate
Ind AS 18 provides guidance on accounting for revenue. It aims to determine when to recognize revenue. Revenue is recognized when future economic benefits flow to the entity and can be reliably measured.
The standard addresses revenue recognition for sale of goods, rendering of services, and interest, royalties or dividends. For sale of goods, revenue is recognized when risks and rewards of ownership transfer. For services, revenue is recognized by reference to completion percentage. Interest is recognized using effective interest rate method, while royalties and dividends are recognized on an accrual basis.
The document also discusses concepts like deferred payment terms, non-cash transactions, and components of transactions. Disclosures required include revenue categories, accounting policies,
The document summarizes key aspects of the Companies Act 2013 related to directors, board committees, and independent directors. Some key changes include requiring at least one woman director, limiting the number of directorships a person can hold, establishing mandatory board committees for audit, nomination and remuneration, and corporate social responsibility, and increasing the minimum number of independent directors for listed companies to one-third of the total directors. The duties and liabilities of directors and independent directors are also outlined.
This document contains a presentation on accounting for foreign currency transactions and foreign operations under IAS 21. It discusses key concepts such as functional currency, foreign currency, presentation currency and effects of changes in foreign exchange rates. It explains how to identify functional currency and deals with translation of financial statements of foreign operations and foreign currency transactions in functional currency. The presentation also covers foreign currency translation adjustments in consolidated financial statements.
The document summarizes key aspects of the Companies Bill 2012 in India. It discusses the history of the bill and changes from previous versions. Some of the major changes covered include increasing the maximum number of members in a private company, introducing the concept of a One Person Company, mandating at least one woman director on boards, and increasing the limit of directors from 12 to 15. It also covers changes related to corporate governance, auditing standards, CSR requirements, and serious fraud investigations.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
63662490260Kalyan chart, satta matta matka 143, satta matka jodi fix , matka boss OTC 420, Indian Satta, India matka, matka ank, spbossmatka, online satta matka game play, live satta matka results, fix fix fix satta namber, free satta matka games, Kalyan matka jodi chart, Kalyan weekly final anl matka 420
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
2. Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
3. Shareholder value means an above-the-line
return
Required
Return on
Capital
X
Perceived Risk
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
4. Drivers of shareholder value
1.
Increase sales growth
2.
Increase operating profit margin
3.
Reduce cash tax rate
Out of fewer
assets
4.
Reduce working capital as % of sales
5.
Reduce fixed assets as % of sales
At lower risk
6.
Reduce weighted average cost of capital
For as long as
possible
7.
Increase timescale of competitive
advantage
More profit
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
5. Drivers of shareholder value
Sales growth
Profit margin
Tax rate
Imp..
The impact of
each driver
will vary for
different
industries
and
companies
Working capital
Fixed assets
Cost of capital
Timescale
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
6. Driving value through sustainable
Innovative products to meet
performance
sustainability needs; attract
customers by CR stance
Sales growth
Profit margin
Tax rate
Working capital
Fixed assets
Cost of capital
Timescale
Efficiencies – e.g. in staff costs by
better working conditions; lower
staff turnover; better recruitment;
less wastage; lower energy costs
Global configuration of business activities;
take advantage of allowances
Asset utilization – e.g. fewer factories,
less inventory, more efficient
processes
Risk reduction as a good corporate
citizen and as perceived by investors
CR stance affects ‘licence to
operate’ and also brand
positioning
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
7. Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
8. “What's in a name? that which
we call a rose
By any other name would
smell as sweet”
Integrated reporting … corporate responsibility … CSR …
extra-financial … GRI-style … environmental, social &
governance (ESG) … non-financial …. social &
environmental performance … sustainability reporting …
Business Responsibility Reporting (BRR)… triple bottom
line … three p’s (profit, people, planet) …
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
9. Mixture and Compound ...
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
10. Integrated Reporting <IR>
Fundamentally, Integrated
Reporting is about
improving the basis of
capital allocation.
The aim of the game is
business communication
for capital reward.
Integrated Reporting will
enable the capital markets
to better understand a
company’s strategy, align
their models with business
performance, and make
efficient forward-looking
investment and other key
decisions.
Ultimately the aim of
Integrated Reporting is
about credible
communication for
capital. It is that simple
– and that complex
The six capitals*
Financial capital
Manufactured capital
Intellectual capital
Human capital
Social and relationship capital
Natural capital
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
11. Eight content elements
Organizational
Overview and
External
Environment
Basis of
presentation
Governance
Outlook
Business model
Risk and
opportunities
Performance
Strategy and
resource
allocation
12. Eight content elements
Organizational
Overview and
External
Environment
Basis of
presentation Mission
and Vision
Governance
Key quantitative information (e.g., revenue and
number of countries in which the organisation
operates, number of employees)
Outlook
Business model
What do we do & how do we do it
External factors like legal, commercial, social,
environmental
and
political
that
affect
organisation’s ability to create value in Short,
Medium or Long term Risk and
Performance
Presented by CA. Pooja Gupta –
opportunities
Strategy and
resource
allocation LL.B,
B.Com, FCA,
CS, Masters in Finance (Germany)
13. Eight content elements
Organizational
Overview and
External
Environment
Basis of
presentation
Governance
Leadership Structure including skills and diversity
Outlook
Actions taken by those in charge of governance
which monitors strategic direction of the
Business model
organization and its approach to risk management
How organization's culture and ethics reflect in its
use of and effects on the capital
Performance
Risk incentives are linked to
How remuneration and and
opportunities
value creation in the short, medium and long term
Presented by CA. Pooja Gupta –
Strategy and
resource
allocation LL.B,
B.Com, FCA,
CS, Masters in Finance (Germany)
14. Eight content elements
Organizational
Overview and
External
Environment
Basis of
presentation
Governance
Outlook
Business model
Risk and
opportunities
Performance
Strategy and
resource
allocation
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
15. Eight content elements
Organizational
Overview and
External
Environment
Basis of
presentation
Wide view of business drivers
Governance
Short, medium and long term perspective
Equally accountable for opportunities and risk
Outlook
Economic
Market
Financial
Political
Regulatory
Social
Technological
Environmenta
l
Business model
Focus on “make or break” material issues
Explain context of material issues on ability to
generate value
Risk and
opportunities
Performance
Presented by CA. Pooja Gupta –
Strategy and
resource
allocation LL.B,
B.Com, FCA,
CS, Masters in Finance (Germany)
16. Eight content elements
“Jack be nimble
Organizational
Overview and
External
Environment
Jack be quick”
Basis of
presentation
Governance
How we have responded to material issues
Strategic Outlook
objectives and strategic
(initiatives, processes and activities)
enablersBusiness model
Have we allocated the appropriate resources and
business model
Short, medium Performance term initiatives
and long
Strategy and
resource
allocation
Risk and
opportunities
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
17. Eight content elements
“What gets
measured gets
done”
Organizational
Overview and
External
Environment
Basis of
presentation
Measure and mange the
operationalization of strategy
Governance
execution
&
Performance metrics specific to strategic
initiatives Outlook
Business model
Balance between lead and lag indicators
Strategic objective
Performance
Lead indicator
(pro-active
execution of
strategy)
Risk and
opportunities of in
Increased brand
Number
awareness
store
Strategy and
promotions
resource
allocation
Lag indicator
(resultant
performance
indicator)
Brand
awareness
index scoring
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
18. Eight content elements
Targets set for short, mediumOrganizational
and long term
Overview and
External
Environment
performance – the
Focus on controllable
Basis of
will determine uncontrollable factors
presentation
market
Governance
“If you don’t
know where
you’re going
you’re highly
unlikely to get
there”
Will the strategy and business model in place get
us there
Outlook
Business model
Risk and
opportunities
Performance
Strategy and
resource
allocation
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
19. Eight content elements
Organizational
Overview and
External
Environment
Basis of
presentation
Governance
Materiality determination process
Reporting boundary
Outlook
Business model
Significant framework and methods used to
quantify or evaluate material matters
Risk and
opportunities
Performance
Strategy and
resource
allocation
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
20. Why <IR>
Users and preparers have become frustrated with the
volume and lack of transparency of current corporate
reporting
Capital markets need the right information to be delivered
in the right format at the right time with the content that the
markets believe in
<IR> allows capital markets to better understand a
company’s strategy and performance ‘story’
Additional potential benefits include grater organizational
clarity and streamlined reporting processes, at lower cost
By taking the first step towards better business reporting,
companies can bring greater clarity, consistency and
reliability to their corporate information
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
21. SOME TECHNICAL BITS
(a small extract from the many that
are available…)
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
23. Why <IR>
o Address shortcoming in existing corporate reporting
o Market led principles based solution
o Align business reporting with business value
o Improve investor decision making
o Improve business performance reporting
o Focus on strategy and ability to generate value
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
24. The capitals
o Financial capital – The pool of funds that is:
• available to an organization for use in the production of goods or the provision
of services
• obtained through financing, such as debt, equity or grants,
or
generated
through operations or investments
o Manufactured capital – Manufactured physical objects
(as distinct
from natural physical objects) that are available to an organization for
use in the production of goods or the provision of services, including:
o buildings
o Equipment
o infrastructure (such as roads, ports, bridges, and waste and water treatment
plants)
o Manufactured capital is often created by other organizations, but
includes assets manufactured by the reporting organization for sale or
when they are retained for its own use.
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
25. The capitals
o Intellectual
capital –
intangibles, including:
Organizational,
knowledge-based
o intellectual property, such as patents, copyrights, software, rights and
licences
o “organizational capital” such as tacit knowledge, systems, procedures
and protocols
o Human capital – People’s competencies, capabilities and
experience, and their motivations to innovate, including their:
o alignment with and support for an organization’s governance
framework, risk management approach, and ethical values
o ability to understand, develop and implement an organization’s
strategy
o loyalties and motivations for improving processes, goods and services,
including their ability to lead, manage and collaborate
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
26. The capitals
o Social and relationship capital – The institutions and the
relationships within and between communities, groups of
stakeholders and other networks, and the ability to share
information to enhance individual and collective well-being.
Social and relationship capital includes:
o shared norms, and common values and behaviours
o key stakeholder relationships, and the
o trust and willingness to engage that an organization has developed
and strives to build and protect with external stakeholders
o intangibles
associated with the brand and reputation that an
organization has developed
o an organization’s social licence to operate
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)
27. The capitals
o Natural capital – All renewable and non-renewable
environmental resources and processes that provide
goods or services that support the past, current or future
prosperity of an organization. It includes:
o air, water, land, minerals and forests
o biodiversity and eco-system health.
Presented by CA. Pooja Gupta – B.Com, FCA, LL.B, CS, Masters in Finance (Germany)