Royal Bakofeng Platinum’s 2016 Integrated Report demonstrates alignment with the <IR> Framework in several areas. Firstly, the report discusses both opportunities and risks, which is called for by 4.23-4.26. As well as showing actions that have been taken in regard to these risks and opportunities, the report indicates which actions will be taken in the…
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Risks and opportunities
Hulamin’s 2016 Annual Report demonstrates connectivity in reporting by aligning threats (risks) and opportunities to classes of market trends. This shows congruence with 3.6 of the <IR> Framework which cites that integrated reports should shows a holistic picture of the interrelatedness between factors that affect value creation. After each class of market trends is discussed…
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Risks and opportunities
The risk discussion in Go-Ahead’s 2017 Annual Report is concise in nature but communicates detailed information on a number of aspects of risk. Risks are initially plotted on a risk heat matrix before being discussed further in tables. As well as covering the potential impact, mitigating actions and changes in significance during the year in…
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Risks and opportunities
Redefine Properties’ ‘Top-of-mind risks and opportunities’ spread demonstrates strong connectivity (para. 3B of the International <IR> Framework) and strategic focus and future orientation (para. 3A). After a brief introduction, two risk heat matrices are shown, which plot ‘An 18 month time horizon’ and ‘A five year time horizon’ for risks weighed against ‘Impact of Redefine’…
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Risks and opportunities
The organization’s strategic report incorporates a corporate social responsibility section (p42-51) outlining 3 key pillars “Resilient governance”, “Resilient investment” and “Resilient assets” which are considered central to the ability to create value for investors and key stakeholders. (<IR> Framework para 2.6: The ability of an organization to create value for itself is linked to the…
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Risks and opportunities
The organization’s strategic report incorporates a corporate social responsibility section (p. 42-51) outlining 3 key pillars “Resilient governance”, “Resilient investment” and “Resilient assets” which are considered central to the ability to create value for investors and key stakeholders. (<IR> Framework para 2.6: The ability of an organization to create value for itself is linked to…
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Risks and opportunities
The Duchy of Cornwall’s 2017 Integrated Annual Report contains a discussion on The Duchy estate’s most material risks, integrating information on strategy and the resources and relationships (capitals) that are affected, as called for in 4.24 of the <IR> Framework. Five risks are highlighted, each with a description and a summary of how The Duchy…
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Risks and opportunities
AXA concisely links its material issues to the company’s risks and opportunities in a two page spread in their 2016 Integrated Report. The material risks are initially plotted according to their level of importance (in accordance with 3.28 of the <IR> Framework) and the relevance of the risk/opportunity to both AXA respondents and external stakeholders….
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Risks and opportunities
In the section dedicated to the ‘Strategic objectives’ Triodos Annual Report 2016 outlines the key strategic objectives for its three year plan from 2016-2018. Further to the description of the objectives and of the actions undertaken to achieve them in a table, a ‘progress at a glance’ indicator is included in order to provide an…
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Risks and opportunities
In implementing its ‘Think Forward Initiative’, “ING has teamed up with businesses and experts in order to research how customers make decisions about money” (p. 14). In so doing, the key opportunities and risks related to the material topics (customer centricity, economic contribution, fair operating practices, stakeholder engagement, human capital) that can affect the ability…