Royal Bafokeng Platinum Ltd

Organization type: Publicly listed company

Industry: Basic materials

Region: Africa

Integrated Report 2016

Integrated Report 2016

Small Cap

Winner

Risks and opportunities

IR Guiding Principles

  • Connectivity of information
  • Materiality
Integrated Report 2015

Integrated Report 2015

Integrated Report 2014

Integrated Report 2014

Integrated Reporting Awards

Mid Cap: Merit

Top 10

2nd place

Integrated Report 2013

Integrated Report 2013

Award: 2014 Excellence in Integrated Reporting - Top 10

Judge's comments 

Royal Bafokeng’s 2013 report is indeed “Excellent” and close to what the ideal integrated report should look like in terms of its structure and content. 

 
The report has a strong strategic focus and is attractive and easy to read. The group has successfully embraced the concept of the ‘six capitals’* and has structured their explanation of how the business creates value around these six capitals. The report is crisp, well structured and easily navigable. The explanation of the business model presented in a section entitled ‘operating context’ is comprehensive, easily understandable and leaves the reader with a clear sense of the global and local environment within which the business operates. The reporting is well balanced, with equal prominence being given to successes and disappointments. 
 
The process that has been followed to identify material issues is clearly explained. These material issues are then integrated with both risks and opportunities and clear icons are used to direct the reader to where more information on any particular issue can be found. We liked the way in which the corporate governance review was introduced by the Chairman. The disclosures relating to risk are outstanding, both in the way in which the approach to risk management is explained and in the way the risks are presented.

Integrated Report 2012

Integrated Report 2012

Award: 2013 Excellence in Integrated Reporting - Top 10

Judge's comments

Royal Bafokeng’s integrated report is close to what the ideal integrated report should look like. Their December year-end allowed them to incorporate some of the integrated reporting thinking and terminology that gained traction during 2012. They were one of only two companies to embrace and report on the concept of “capitals.” The snapshot of each of their capitals (i.e., financial capital, manufactured capital, etc.) that highlighted disappointments, performance and future focus areas, followed by more detailed  information, is well handled. The group’s material issues are crisply summarized early in the report, and these issues flow through into the CEO’s report. This report includes excellent integration of the business model, strategy and performance within an operational context.