Mediclinic’s business model in their 2017 Integrated Annual Report opens with a summary of the company’s vision, which provides context for the read of the discussion. The model initially shows the capital inputs Mediclinic rely on to create value (4.14 of the <IR> Framework). Page references, which aid report connectivity (3B), direct readers to supplementary…
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Business model
The business model in Sanford’s 2017 Integrated Annual Report concisely shows how inputs are transformed by the business into outputs (4.18 of the <IR> Framework) and outcomes (4.19-4.20). First, the six capital inputs Sanford rely on (4.14-4.15) are outlined through summary narrative before further discussion, accompanied by an infographic, explains the company’s value creation process…
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Business model
The business model discussion in Gold Fields’ 2017 Integrated Annual Report is focused around value creation and distribution. This discussion therefore aligns with 2B of the <IR> Framework which positions value creation as a fundamental concept of integrated reporting. The organisation’s model is summarised initially through a graphic and shows how the organisation’s ‘fundamental components’…
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Business model
ACCA’s 2017 Integrated Report includes a concise business model discussion based around value creation, a fundamental concept of the <IR> Framework (2B). Three societal influences and inputs are initially outlined before four columns explain the stages of how the organisation adds value. The first two columns summarise and explain the ‘key resources’ relied on by…
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Business model
The business model in ABN Amro’s 2016 Annual Report shows strong alignment with 4.18-4.20 of the <IR> Framework by making a clear distinction between ‘outputs’ and ‘outcomes’. The business model initially indicates the capital inputs the organisation relies on (as per 4.14-4.15) and shows how these support the organisation’s strategy and purpose (4.11). The subsequent…
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Business model
In order to answer the question “What is the organisation’s business model” (International <IR> Framework, para. 4.10), in its Integrated Annual Report 2016 JSC ATOMENERGOMASH outlines, through a graph, the key resources, activities and marketing actions with which it creates value for the company and for stakeholders (International <IR> Framework, para. 2.6). In particular, value…
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Business model
As aligned with the view that “an integrated report should show a holistic picture of the combination, interrelatedness and dependencies between the factors that affect the organization’s ability to create value over time” (International <IR> Framework, para. 3.6), in the section on “Our value creation story” Standard Bank Group identifies and outlines through a graph…
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Business model
In order to describe “how the company aims to fulfil its strategic purposes and create value over the short, medium and long term” (International <IR> Framework, para. 4.11) in its 2016 Report Dellas uses a diagram which provides narrative as well as quantitative information about its inputs, in the form of the six capitals…
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Business model
Sasol’s business model is illustrated over two two-page spreads. The first succinctly summarises the six capital inputs, key processes, outputs and outcomes of the model (paras. 4.14-4.20 of the International <IR> Framework), before quantified data is provided on the company’s ‘financial’ and ‘sustainability’ impacts. The second spread provides a more detailed ‘Scoreboard of our six…
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Business model
In their 2016 Annual Report and Accounts, Kier Group outline their business model which enables it to address complex opportunities. This is aligned with the view that “disaggregating the organization into its material constituent operations and associated business models is important to an effective explanation of how the organization operates” (International <IR> Framework, para. 4.21). …