Crown Estate’s strategy section is incorporated into the CEO’s review and as a consequence this allows him to claim ownership of the section. The diagram on page 10 shows how Crown Estate’s vision is linked to the Group’s four-part strategy, the material issues, the KPIs and the key resources and relationships. On the opposite page…
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Strategy and resource allocation
In disclosing information about matters that substantively affect the organisation’s ability to create value over the short, medium and long term (International <IR> Framework, para. 3.17), DBS has included in its 2015 Annual Report a stand-alone section titled “Material Matters”. Firstly the “material matters identification process” is briefly illustrated through three main steps, that are…
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Strategy and resource allocation
In describing its value creation system, ArcelorMittal explains concisely the ten sustainable development outcomes that it aims to continue to achieve through its business. An icon at the end of each description (“What we did in 2015”) allows the reader to navigate through the Report and understand what the organisation has done in 2015 in…
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Strategy and resource allocation
Antofagasta’s strategy pages outline their three strategic pillars and provide information on what the current strategic focus is and a review of what has happened in 2015. There is a good balance of information for each pillar with the company addressing a fatality that occurred in its first strategic pillar before explaining what Antofagasta are…
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Strategy and resource allocation
In sharing the view according to which “value is created through relationships with others” (“Stakeholder relationship”, para. 3.11, p. 17 of the International <IR> Framework) and therefore, the relevance of being “transparent and accountable for” (“Stakeholder relationship”, para. 3.14 and 3.15, p. 18 of the International <IR> Framework), a section of the “Our Business” section…
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Strategy and resource allocation
In answering to the question “Where does the organization want to go and how does it intend to get there?” (“Strategy and resource allocation”, para. 4.27, p. 27 of the International <IR> Framework), the “Our Strategy and Progress” section describes the purpose of the organization, as depicted by the “Think Forward” motto, illustrated in terms of…
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Strategy and resource allocation
National Grid uses a table to show their six strategic objectives and why they are relevant. Each objective has a concise description and a corresponding icon which is used later in the Report to reference back to the objectives. For each objective there is a ‘How we deliver’ column and links to relevant KPIs. This…
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Strategy and resource allocation
Anglo American presents a concise overview of the company strategy, including both the company’s short and long term strategic objectives. The company’s overarching ambition of doubling its 2014 operating profit by 2020 is underpinned by three core strategic elements: optimize the portfolio, maximize performance, and create a capable organization. These strategic elements in turn drive…
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Strategy and resource allocation
Randstad's commitment to shareholders, customers, employees and the environment is the basis for its Vision 2020 plan. This is the organization's strategy for the next five years, concisely captured in a two-page table. The table discusses Randstad's commitments to each stakeholder group, the key trends driving opportunities in those areas and the KPIs being used…
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Strategy and resource allocation
Unilever's disclosure of its Sustainable Living Plan presents its vision and strategic priorities around several capitals, including social/relationship, natural, and human capital. This discussion a concise snapshot of the key targets set to reach these goals and how the business has performed to date. Additional information about Unilever's performance against its targets is made available…