Prof. Mervyn King's presentation on integrated reporting during the International Federation of Accountants’ Council Seminar, A Fundamental Shift in Corporate Reporting.
ESG integration in Equities and Fixed IncomeNawar Alsaadi
ESG Integration Case Studies, a presentation by Nawar Alsaadi of more than 30 ESG integration case studies (Equities and Fixed Income) by a host of asset managers and asset owners around the world. (The work is derived from a CFA Institute and UN-PRI paper entitled Guidance and Case Studies for ESG Integration: Equities and Fixed Income).
Moonshot thinking aims for a 10x improvement over what currently exists, instead of a mere 10% gain. It address a huge problem, proposes a radical solution, and uses breakthrough technology to make it happen.
Contents
I. ESG Introduction
ESG Management Matters?
ESG Investment Matters?
ESG Management Status
ESG Investment Status
ESG Investing Consideration Core Factors
ESG Reporting Frameworks & Guidelines
ESG Reporting Trends to Watch in 2021
ESG in S. Korea
My ESG Book Recommendation
II. AI & Blockchain Applications for ESG
AI Applications for ESG Investing Demos
ESG Knowledge Map (AI Topic Modeling)
ESG Performance Score - Materiality Comparisons Across Industries
ESG Incident (Risks) Analysis in S. Korea
Blockchain for ESG Management
Blockchain DeFi Based ESG Financing
DeFi Based ESG Financing Platform Development
DeFi Reference
III. ESG Digital Transformation
ESG Digital Transformation (DX)
The Fourth Wave of Environmentalism
AI Innovation State Of The Art
Blockchain State Of The Art: Issues with Public Chain
IoT Innovation State Of The Art: 5G & Edge AI
AI Blockchain IoT for ESG Digital Transformation AT A Glance
ESG DX Innovation Insights from Patents
AI Blockchain IoT Convergence for ESG DX Insights from Patents
ESG Cybersecurity & Privacy
ESG Cybersecurity & Privacy Reporting Standard
Global Standard for Reporting Cybersecurity & Privacy
Cybersecurity & Privacy Reporting Standard Development
ESG DX Framework Development
Issues with Current ESG Performance Evaluation
ESG DX for ESG Management & Investment
WEF/IBC Metrics & Disclosure Standard
SASB Materiality Map
How to Determine Materiality?
ESG DX Framework for Metrics Digitalization & Reporting Automation Exploiting Existing IT/Digital Technology System
ESG DX Framework for ESG Metrics Data Governance
ESG DX Framework for Business Innovation & Growth
ESG DX Framework based on AI+Blockchain+IoT Convergence
ESG DX Framework for New Deal Project in S. Korea
ESG DX Forum
ESG integration in Equities and Fixed IncomeNawar Alsaadi
ESG Integration Case Studies, a presentation by Nawar Alsaadi of more than 30 ESG integration case studies (Equities and Fixed Income) by a host of asset managers and asset owners around the world. (The work is derived from a CFA Institute and UN-PRI paper entitled Guidance and Case Studies for ESG Integration: Equities and Fixed Income).
Moonshot thinking aims for a 10x improvement over what currently exists, instead of a mere 10% gain. It address a huge problem, proposes a radical solution, and uses breakthrough technology to make it happen.
Contents
I. ESG Introduction
ESG Management Matters?
ESG Investment Matters?
ESG Management Status
ESG Investment Status
ESG Investing Consideration Core Factors
ESG Reporting Frameworks & Guidelines
ESG Reporting Trends to Watch in 2021
ESG in S. Korea
My ESG Book Recommendation
II. AI & Blockchain Applications for ESG
AI Applications for ESG Investing Demos
ESG Knowledge Map (AI Topic Modeling)
ESG Performance Score - Materiality Comparisons Across Industries
ESG Incident (Risks) Analysis in S. Korea
Blockchain for ESG Management
Blockchain DeFi Based ESG Financing
DeFi Based ESG Financing Platform Development
DeFi Reference
III. ESG Digital Transformation
ESG Digital Transformation (DX)
The Fourth Wave of Environmentalism
AI Innovation State Of The Art
Blockchain State Of The Art: Issues with Public Chain
IoT Innovation State Of The Art: 5G & Edge AI
AI Blockchain IoT for ESG Digital Transformation AT A Glance
ESG DX Innovation Insights from Patents
AI Blockchain IoT Convergence for ESG DX Insights from Patents
ESG Cybersecurity & Privacy
ESG Cybersecurity & Privacy Reporting Standard
Global Standard for Reporting Cybersecurity & Privacy
Cybersecurity & Privacy Reporting Standard Development
ESG DX Framework Development
Issues with Current ESG Performance Evaluation
ESG DX for ESG Management & Investment
WEF/IBC Metrics & Disclosure Standard
SASB Materiality Map
How to Determine Materiality?
ESG DX Framework for Metrics Digitalization & Reporting Automation Exploiting Existing IT/Digital Technology System
ESG DX Framework for ESG Metrics Data Governance
ESG DX Framework for Business Innovation & Growth
ESG DX Framework based on AI+Blockchain+IoT Convergence
ESG DX Framework for New Deal Project in S. Korea
ESG DX Forum
How to Get People to Respond to Your Recruiting Emails & MessagesGlen Cathey
When it comes to sourcing and recruiting, it's gotten easier to find people but it's gotten more difficult to get people to respond to emails, InMails, social messages and voicemails. The poor quality and lack of sophistication of most recruiter messaging, along with rampant spamming, certainly hasn't helped. Unfortunately and yet somewhat thankfully, the bar of what people expect to receive from recruiters has been set fairly low, so the opportunity for improvement is massive. The good news is that becoming more effective at getting people to respond to recruiting outreach efforts is relatively easy because marketing & advertising has already blazed the trail - sourcers and recruiters would do well to leverage what effective sales & marketing teams has been doing for decades.
In 2014 and 2015, I spoke at Talent 42, SOSUEU, and LinkedIn Talent Connect conferences on the challenges of getting people - especially "passive," highly recruited talent - to respond to recruiter outreach efforts. The decks I used for the presentations were mostly images, so I decided to add text to the slides so that the core concepts could be understood by anyone whether they attended those conference sessions or not simply by viewing the presentation (I wish more presenters would do this!).
Digital transformation sweet spot: Business operationsMarcel Santilli
Learn more: https://insights.hpe.com
Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
VC Fundraising Deck Template: Carta x Kauffman FellowsNihar Neelakanti
Carta and Kauffman Fellows present a venture capital fundraising deck template highlighting the various components a GP should include as part of their fundraising story to attract limited partners.
The modern RECRUITER needs to be tech-savvy, love tinkering with tools and have a marketing brain. A trifecta of skills critical for any recruiter. This session marries technology, tools, psychology and marketing practices to solve sourcing roadblocks. Susanna will illustrate how you map talent, embrace technology and apply new tools.
The numbers tell the story: 84% of C-suite executives believe they must leverage artificial intelligence (AI) to achieve their growth objectives, yet 76% report they struggle with how to scale. With the stakes higher than ever, what can we learn from companies that are successfully scaling AI, achieving nearly 3X the return on investments and an average 32% premium on key financial valuation metrics?
To answer that question, Accenture conducted a landmark global study involving 1,500 C-suite executives from organizations across 16 industries. The aim: Help companies progress on their AI journey, from one-off AI experimentation to gaining a robust organization-wide capability that acts as a source of competitive agility and growth.
Read the full report:
http://www.accenture.com/AI-Built-to-Scale-Slideshare
Watch full webinar here: http://www.firmex.com/Due-Diligence-Best-Practices-and-Pitfalls-sign-up/
LOIs and NDAs signed. Now art meets science with the legal, financial and strategic review of the business. How do you test the value proposition and identify potential risks? Select the best tools to streamline the process? And prepare for regulatory and legal compliance issues arising from legislation like FCPA? Learn what it takes to avoid pitfalls that plague even the most experienced due diligence experts.
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.
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.
Presentation by Stathis Gould at The 6th Annual Symposium on Sustainable Business Non-Financial and Integrated Reporting, Baruch College, November 1, 2013
How to Get People to Respond to Your Recruiting Emails & MessagesGlen Cathey
When it comes to sourcing and recruiting, it's gotten easier to find people but it's gotten more difficult to get people to respond to emails, InMails, social messages and voicemails. The poor quality and lack of sophistication of most recruiter messaging, along with rampant spamming, certainly hasn't helped. Unfortunately and yet somewhat thankfully, the bar of what people expect to receive from recruiters has been set fairly low, so the opportunity for improvement is massive. The good news is that becoming more effective at getting people to respond to recruiting outreach efforts is relatively easy because marketing & advertising has already blazed the trail - sourcers and recruiters would do well to leverage what effective sales & marketing teams has been doing for decades.
In 2014 and 2015, I spoke at Talent 42, SOSUEU, and LinkedIn Talent Connect conferences on the challenges of getting people - especially "passive," highly recruited talent - to respond to recruiter outreach efforts. The decks I used for the presentations were mostly images, so I decided to add text to the slides so that the core concepts could be understood by anyone whether they attended those conference sessions or not simply by viewing the presentation (I wish more presenters would do this!).
Digital transformation sweet spot: Business operationsMarcel Santilli
Learn more: https://insights.hpe.com
Your enterprise can digitally transform by gaining insights from your data to improve the experience for your customers.
Enterprises need to make over all aspects of their business, because today’s customers expect frictionless experiences — and because new competitors launched with the latest technologies can change and respond to customers faster than mature companies.
Start with the fact that your enterprise has valuable assets that start-ups don’t — your customers. Fostering loyalty among these customers requires improving their interaction with not only your products and services, but also sales, billing, support and shipping operations. Successful companies count on digital technologies to transform the total customer experience. As consumers, we’ve come to expect digitally enabled products as the new normal. But what’s the next step for your enterprise? Find ways to translate into their business lives what people love and expect as consumers.
Enterprises can learn from the digital leaders who look for ways that apps and data can be added to products to create new value over time. Digital leaders use what they learn from the data to reshape core operations to drive the enterprise forward. What’s considered a core operation varies from industry to industry, but the common characteristic is that core operations make up a sizable portion of the enterprise budget. Gaining even a modest amount of efficiency through digital transformation can significantly impact the bottom line. Data also can be used to predict mechanical failure and to schedule preventive maintenance to avoid business disruptions.
Digital transformation begins with data. So how can your enterprise gain insights from your data to improve the experience for your customers?
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
VC Fundraising Deck Template: Carta x Kauffman FellowsNihar Neelakanti
Carta and Kauffman Fellows present a venture capital fundraising deck template highlighting the various components a GP should include as part of their fundraising story to attract limited partners.
The modern RECRUITER needs to be tech-savvy, love tinkering with tools and have a marketing brain. A trifecta of skills critical for any recruiter. This session marries technology, tools, psychology and marketing practices to solve sourcing roadblocks. Susanna will illustrate how you map talent, embrace technology and apply new tools.
The numbers tell the story: 84% of C-suite executives believe they must leverage artificial intelligence (AI) to achieve their growth objectives, yet 76% report they struggle with how to scale. With the stakes higher than ever, what can we learn from companies that are successfully scaling AI, achieving nearly 3X the return on investments and an average 32% premium on key financial valuation metrics?
To answer that question, Accenture conducted a landmark global study involving 1,500 C-suite executives from organizations across 16 industries. The aim: Help companies progress on their AI journey, from one-off AI experimentation to gaining a robust organization-wide capability that acts as a source of competitive agility and growth.
Read the full report:
http://www.accenture.com/AI-Built-to-Scale-Slideshare
Watch full webinar here: http://www.firmex.com/Due-Diligence-Best-Practices-and-Pitfalls-sign-up/
LOIs and NDAs signed. Now art meets science with the legal, financial and strategic review of the business. How do you test the value proposition and identify potential risks? Select the best tools to streamline the process? And prepare for regulatory and legal compliance issues arising from legislation like FCPA? Learn what it takes to avoid pitfalls that plague even the most experienced due diligence experts.
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.
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.
Presentation by Stathis Gould at The 6th Annual Symposium on Sustainable Business Non-Financial and Integrated Reporting, Baruch College, November 1, 2013
In collaboration with KPMG, the IIRC has developed a slide deck that helps investors understand what Integrated Reporting can mean for them and why they should be encouraging businesses to adopt it. It takes them through the evidence in support of Integrated Reporting and addresses some common misconceptions.
Presentation by Prof. Alexandra Watson, the College of Accounting, University of Cape Town, on integrated reporting and the evolution of the issue and practice in South Africa given at the International Federation of Accountants’ Council Seminar, A Fundamental Shift in Corporate Reporting.
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 by Vincent Tophoff, Senior Technical Manager, IFAC, for the Institute of Internal Auditors International Conference, in Vancouver, Canada, July, 5-8 2015.
Integrated reporting--a form of corporate disclosure that connects financial and environmental, social, and governance (ESG) performance--is the most significant development in sustainability disclosure since the advent of the GRI. And its profile will rise significantly in the coming year.
This presentation summarizes the latest developments and best practices from the field. Includes data from the International Integrated Reporting Council (IIRC), Covanta Energy, Eskom, and the Sustainability Accounting Standards Board (SASB), in addition to research by Framework LLC.
What is the future of corporate reporting? AEP's Sandy Nessing, managing director of Sustainability, spoke to an MBA class at The Ohio State University's Fisher School of Business on Feb. 29, 2012, about AEP's experience, why sustainability is a growth platform as well as a risk management strategy and what the trends are in corporate reporting.
Proposed Guidance: COSO Internal Controls for Integrated ReportingWorkiva
1: Describe how the proposed guidance applies to integrated reporting (<ir>), especially non-financial information.
2: Explain proposed guidance on how to apply COSO to <ir> and integrated thinking.
3: Recognize how to apply basic templates for mapping COSO to the <ir> framework.
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
What is Corporate Social Responsibility? Why CSR? How can you effectively deliver CSR...? etc. Enjoy this CSR Presentation we did in 2012 at le Bistro Latin in Douala.
Market Insights from Top Researchers, Part 2: Market Conditions, Incentives, ...Sustainable Brands
In this data-rich session, top-notch researchers will share their latest observations around the state of play of corporate sustainability within the broader economy, focusing on appetizing new market conditions, incentives, ROI studies and risk management opportunities. Each presentation will be followed by Q&A allowing attendees to glean additional insight on the spot and identify knowledge gaps by discussing the landscape of available data. Expect a wealth of hard information, accompanied by a great opportunity for Q&A with researchers and peers to help inform your strategy for 2014 and beyond.
Whitepaper integrated reporting in the CloudWorkiva
To make our economy sustainable we have to relearn everything we have learnt from the past. That means making more from less and ensuring that governance, strategy and sustainability are inseparable. Integrated Reporting builds on the practice of Financial Reporting, and Environmental, Social and Governance — or ESG — reporting (also known as Corporate Social Responsibility — CSR), and equips companies to strategically
manage their operations, brand and
reputation to stakeholders and be better
prepared to manage any risk that may
compromise the long-term sustainability of
the business.”*
OECD Workshop: Measuring Business Impacts on People’s Well-being, Chris PinneyStatsCommunications
OECD Workshop: Measuring Business Impacts on People’s Well-being, 23-24 February 2017, Paris, France, More information at: http://www.oecd.org/statistics/oecd-workshop-on-measuring-business-impacts-on-peoples-well-being.htm
Experts from the International Auditing and Assurance Standards Board (IAASB), the European Commission (EC), the Committee of European Audit Oversight Bodies (CEAOB), assurance service providers, investors and the business community met to discuss the regulatory, policy and standard-setting path toward high-quality sustainability assurance.
1. INTEGRATED THINKING AND
THE INTEGRATED REPORT
IFAC
14 November 2012
Presented by Mervyn E King SC
2. THE COMPANY YESTERDAY
The primacy of the shareholders
Wealthy families
Single focus and bottom line
Financial reporting – rear view mirror
Prepare as if only user the investment
analyst
100 years but IASB and FASB
Corporate Legal Advisers
3. YESTERDAY’S ECONOMIC
MODEL
Yesterday’s economic model was based
on two false assumptions that :
there were limitless resources in nature and
that planet earth had an infinite capacity to
absorb waste
Take – make – waste
Industrial revolution
Until middle of 20th century
Corporate Legal Advisers
4. THE COMPANY TODAY
New capitalists
Stakeholders – inclusive – CSRO’s
Legitimate NIE’s
Moat of shareholders
100 largest economies
Not in a vacuum – a triple context
What are the specifics?
Corporate Legal Advisers
5. THE CHANGED WORLD
Globalfinancial crises
Climate change crisis
Ecological overshoot
Radical transparency
Greater expectations from stakeholders
Population growth
Cannot carry on business as usual
Have to learn to make more with less
Requires IT and innovation
Corporate Legal Advisers
13. INTEGRATED THINKING (3)
Manage and strategize on a more
informed basis
Supply chain – suppliers stakeholder –
code of conduct – impact reputation
Traceability and monitoring
Corporate Legal Advisers
14. INTEGRATED THINKING (4)
Identify sustainability issues material to
business
As water is to beverage manufacturer
Embed sustainability into long term
strategy
In context of
resources, relationships, risks, opportuniti
es and global turbulence
Corporate Legal Advisers
15. INTEGRATED THINKING (5)
Some numbers….
Integrated ESG information into investment decisions
79% of asset owners
95% of investment managers
(Source: UNEP Finance Initiative, UN Global Compact)
Corporate Legal Advisers
16. INTEGRATED THINKING (6)
Tipping point to embed sustainability in core business strategies? (Acc.
to CEO’s)
Customers demand sustainable products
89%
Educational reform to change mindsets
88%
Accurate long-term valuation (incl. sustainability metrics)
86%
Shareholders place more value on sustainability information
85%
Boards hold directors accountable for practices
84%
(Source: UN Global Compact and Accenture)
Corporate Legal Advisers
18. All organizations depend on a variety of resources and relationships for their
success. These resources and relationships can be conceived as different
forms of “capital”.
Source: Incite Sustainability 2.0: A Guide to Competing in a Changing World Corporate Legal Advisers
19. INTEGRATED THINKING (8)
Management of risk
Risk matrix informed by the levels of
dependence on the resources and
relationships
Levels of risk tolerance more informed –
opportunities
Risk management plan more informed
Risk responses more appropriate
Corporate Legal Advisers
21. INTEGRATED THINKING (10)
Unilever
Long term plan – re-engineer
Productions and products
Renewable power, recyclable
materials, zero waste to
landfill, consumer and supplier
Lifebuoy and Pureit
Corporate Legal Advisers
22. INTEGRATED THINKING (11)
Understanding, knowing and then
planning:
How the company makes it money?
How the company will sustain value
creation in the long term?
Corporate Legal Advisers
23. INTEGRATED THINKING (12)
Companies consist of
interacting, interrelated and interdependent
operations, functions, relationships and
resources
Take account of:
the connectivity between these factors
the changed world in which the company operates
impacts
leverage
Corporate Legal Advisers
24. INTEGRATED THINKING (13)
Stakeholders expect that:
1. The company has not profited at the expense
of the environment, human rights, a lack of
integrity or society;
2. There are adequate controls in place to
monitor and manage material risks and
opportunities;
Corporate Legal Advisers
25. INTEGRATED THINKING (14)
3. Remuneration is linked to overall
performance which includes
social, environmental and financial aspects;
4. There is an interactive communication with
the stakeholders who are strategic to the
company’s business; and
5. The company is conducting a sustainable
business
Corporate Legal Advisers
26. INTEGRATED THINKING (15)
Resources
Opportunities
Business
Risks
Model
How?
Stakeholders
Corporate Legal Advisers
27. THE OPEN KIMONO
Reporting influences behaviour
Integrated reporting – King III
IIRC – formation 2010
Informed assessment
Discharge of fiduciary duty by trustee
Corporate Legal Advisers
28. SYSTEM OF REPORTING
Isthere one?
Bolt on a division’s report to another
Chairman’s statement
Integrated report has a system
The collective mind of the board
FR impact on NF and how material
sustainability embedded into strategy to
sustain value creation
Corporate Legal Advisers
30. DRIVERS FOR
INTEGRATED REPORTING
State ofplanet
The customer of today
The new capitalist
The identity & reputation of companies
Competitive advantage – management
more informed
Market forces - external
Corporate Legal Advisers
31. PURPOSE OF INTEGRATED
REPORT?
Clear and understandable statement on
“the state of play”
Financial Report only part of “state of play”
Nothing of impacts on society and
environment
Cannot make an informed assessment of
the sustainability of a business
Corporate Legal Advisers
32. Guiding Principles
Strategic focus: An Integrated Report provides insight into the organization’s strategic
objectives, and how those objectives relate to its ability to create and sustain value over
time and the resources and relationships on which the organization depends.
Connectivity of information: An Integrated Report shows the connections between the
different components of the organization’s business model, external factors that affect
the organization, and the various resources and relationships on which the organization
and its overall performance depend.
Future orientation: An Integrated Report includes management’s expectations about the
future, as well as other information to help report users understand and assess the
organization’s prospects and the uncertainties it faces.
Responsiveness and stakeholder inclusiveness: An Integrated Report provides insight into
the organization’s relationships with its key stakeholders and how and to what extent the
organization understands, takes into account and responds to their needs.
Conciseness, reliability and materiality: An Integrated Report provides concise, reliable
information that is material to assessing the organization’s ability to create and sustain
value in the short, medium and long term.
Corporate Legal 32
Advisers
33. Content Elements
Organizational overview and business model: What does the organization do and how does it create
and sustain value in the short, medium and long term?
Operating context, including risks and opportunities: What are the circumstances under which the
organization operates, including the key resources and relationships on which it depends and the key
risks and opportunities that it faces?
Strategic objectives and strategies to achieve those objectives: Where does the organization want to
go and how is it going to get there?
Governance and remuneration: What is the organization’s governance structure, and how does
governance support the strategic objectives of the organization and relate to the organization’s
approach to remuneration?
Performance: How has the organization performed against its strategic objectives and related
strategies?
Future outlook: What opportunities, challenges and uncertainties is the organization likely to
encounter in achieving its strategic objectives and what are the resulting implications for its strategies
and future performance?
Corporate Legal 33
Advisers
34. EVOLUTION AND REVOLUTION
The integrated report is evolving
It is an evolution in corporate reporting
Integrated thinking is a revolution
A revolution in the approach to managing
environmental and societal issues
Overwhelming support for integrated
thinking
Corporate Legal Advisers
35. How are companies Doing?
Annual reports now Integrated Report
Detailed financial and sustainability
information on line
New Companies Act – section 29(3)
Abridged financials
Companies using diagrams, graphs and
graphics
All participants in the IR journey
Some examples
Corporate Legal Advisers
38. USE OF SYMBOLS AND COLOURS
Corporate Legal Advisers
(ADCOCK)
39. CONVEYING KEY RELATIONSHIPS
Net working capital days
- Accounts receivable
- Inventory
- Accounts payable
Multiple years
Arrow to indicate trends
Colour usage to distinguish
(ALTRON) 39 Corporate Legal Advisers
40. BUSINESS MODEL – HOW WILL IT
ADD VALUE?
Corporate Legal Advisers
(BAT)
41. WHAT IS MATERIAL TO
STAKEHOLDERS
(VODACOM) Corporate Legal Advisers
42. CASE STUDIES
Unilever
P &G
SAB Miller
Siemens – sustainability should be viewed not
from the viewpoint of risk and compliance only
but that which drives business expansion
Walmart
Corporate Legal Advisers
43.
44. DUTY OF CARE
Centro judgment – Australia
What do you know or ought you to
know?
What are you aware of or ought you to be
aware of?
Corporate Legal Advisers
45. SOME CONCLUSIONS
Tell your stakeholders what you do, do what you
tell them, and write it down in your Integrated
Report
Companies cannot solve 21st century problems
with the same mindset their boards used when
they created them
We cannot solve 21st century corporate challenges
with 20th century decision making or reporting
Corporate Legal Advisers
46. INTEGRATED REPORT
Reporting influences decision making
A concept, fit for purpose
Whose time has come
Because of the changed world
Financial, natural, human, society, manufacturing,
intellectual capital
Critical interdependencies
The decade of stupidity 2000 – 2010
The decade of change 2010 -2020
Corporate Legal Advisers
47. THE FUTURE
Mindset changes
Advanced IT
The net generation
Sustainable capitalism
Civil society – great expectations
Integrated reports and financial stability
One certainty - change
Corporate Legal Advisers
48. IDEAS
Man and nations
Helen Keller: “The only thing worse than
being blind is having sight and no vision”
We have the light
Why grope in the dark?
Corporate Legal Advisers
Managing working capital is a key aspect of financial management – generally users have to do their own calculations or sometimes there are ratios included in 5 year financial summaries. More information can easily be presented in a graphic format – which clearly highlights the key information and the trend in information.