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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Governance
As aligned with the view that “an integrated report should answer the question: how does an organization’s governance structure support its ability to create value in the short, medium and long term” (International <IR> Framework, para. 4.8), in the section on “Corporate Governance” DBS Bank provides insights on aspects, such as the Board composition (p….
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Governance
In order to illustrate “how remuneration and incentives are linked to value creation in the short, medium and long term” (International <IR> Framework, para. 4.9), in its Integrated Annual Report 2016 Royal DSM describes, through narratives, its remuneration policy. In particular, to continue its ability to “attract, reward, motivate, incentivize and retain qualified and expert…
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Governance
As aligned with the view that “an integrated report should answer the question: how does an organization’s governance structure support its ability to create value in the short, medium and long term” (International <IR> Framework, para. 4.8), in the section on “Corporate Governance” DBS Bank provides insights on aspects, such as the Board composition (p….
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Governance
Redefine Properties’ 2016 Integrated Report includes a Summarised Corporate Governance Review which concisely (adhering to 3E of the <IR> Framework) shows the activities by which each of the company’s committees have supported, and will continue to support, value creation (a fundamental concept of the <IR> Framework). For each of the five committees a pie chart…
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Governance
United Utilities make a clear link between governance (4B of the <IR> Framework) and value creation (a fundamental concept of <IR>) in their 2017 Corporate Governance Report. The report includes tables which summarise a number of board activities over the past year through concise bullet points for seven overarching topics (such as ‘leadership and employees’…