Crest Nicholson clearly identifies and concisely describes in its 2016 report the extent to which it has achieved its strategic objectives for the year (International <IR> Framework, para. 4.30). In particular, after having outlined the five pillars it relies on to ‘stay ahead in a cyclical market’ (p.15), the ‘Performance against strategy’ section of the…
Archives
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Performance
The performance summary section gives a good overview using an interactive visual with various key performance indicators against a range of elements, which can be aligned to all of the capitals as described in the International <IR> Framework, para. 2.15.
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Performance
The value creation model diagram on pages 6 – 7 of the 2015 report illustrates how Gold Fields' external and internal factors, (covering natural; manufactured; human; social; and financial capital inputs), which are linked to both risks and opportunities, inform the company's strategy and how these capitals are transformed through the achievement of its strategic…
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Performance
The strategy of American Electric Power is summarized in a message from the Chairman, focusing around three key areas: building infrastructure and technology to give customers choice about how they use energy; supporting strong communities with economic development opportunities; and providing investors sustainable shareholder returns. The Chairman's message then gives a summary of the company's…
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Performance
Aware that “all organizations depend on various forms of capital for their success” (International <IR> Framework, para. 2.10), the report clearly illustrates how the company’s performance has been depended not only upon financial but also upon other types of capitals. The initial “Highlights” section (p. 7) summarises the 2015/2016 performance, not only in terms of…
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Performance
Paragraph 4.30 in the International <IR> Framework states that integrated reports should show the extent to which an organization has achieved its strategic objectives and the outcomes in terms of effects on the capitals. In its strategy section, Fibria includes a 2-page spread detailing 6 material goals which were set in 2011. The goals relate…
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Performance
To understand value creation of an organization and to assess its business model's long term viability, it is key to not only look at the financial outcomes and forecasts, but also to understand the most relevant value drivers. SAP identifies four KPIs which are relevant for steering the company – two of them "traditional" (financial)…
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Performance
The main focus of the Report by the Management Board is on the Triple P (People, Planet and Profit) approach of Royal DSM. The first page of each area (p. 39, p. 47 and p. 55) reports the main achievements during 2015 in quantitative form. This is accompanied by a description of each of the…
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Performance
The diagram on page 52 effectively highlights the components of Dellas' value creation process. Each type of value is identified using color-coded circles and is linked to the various capitals employed and managed by the company. Connectivity is further established by indicating the relevant stakeholders and the channels utilized to involve these parties. Dellas has…
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Performance
Following on from an introduction to KPIs, the Crown Estate's 2014 Annual Report presents a succinct and integrated overview of the material issues which are most likely to impact upon the Group's strategic progress. Ranging from reputation and trust, to government policy and climate change, these 12 issues provide insight into the priorities upon which…