Archives

  1. Business model

    The stakeholder discussion, which is an integral part of the business model section, clearly sets out the organisation’s key stakeholder groups, and the short-term and long-term value created for each group in a simple table format (Section 3C of the International <IR> Framework). The same section uses icons to highlight how each stakeholder group is…

  2. Business model

    In describing how the organisation creates value through the use of the six capitals, MTN concisely illustrates in its business model the key inputs for each capital, the business activities that underpin its vision, purpose and strategy, the outputs and the outcomes achieved. Then, in a table, the key capital inputs and outcomes for each…

  3. Business model

    Thai Oil’s integrated report clearly distinguishes ‘outputs’ from ‘outcomes’ (paras. 4.18-4.20 of the International <IR> Framework). In the business model diagram, the organisation’s products, waste and by-products are concisely outlined through quantitative information (para. 4.18). Then, outcomes to the organisation and to other stakeholders are presented through quantitative and qualitative information and articulated on the…

  4. Business model

    In relation to strategy and business model, the section sets out the main positive and negative outputs and outcomes (para. 4.18 and 4.19 of the International <IR> Framework) at each stage of the value chain, both qualitatively and with quantitative data. By reporting on negative outputs and outcomes, the report shows where the company’s activities…

  5. Business model

    DBS's 2019 Annual Report provides an overview of how the bank creates value for its internal and external stakeholders (para. 2.4 of the International <IR> Framework). The business model diagram identifies the capitals that the business draws upon, and the double page spread that follows provides a narrative explanation of how the business uses each…

  6. Business model

    Exxaro’s business model clearly encapsulates the difference between the outputs and outcomes of its business (para. 4.18 and 4.19 of the International <IR> Framework). In addition, the business model explains the trade-offs for each outcome (para. 4.56 of the International <IR> Framework).

  7. Business model

    Mondi Group’s 2018 Integrated Report provides an insightful business model section (pp. 24-25) that concisely identifies their key stakeholders and how they have been engaged during the year (para. 3C of the International  <IR> Framework). Following a clear value creation (input-output) business model spread, the section continues to illustrate each stakeholder group, engagement methods and…

  8. Business model

    Transnet provides a comprehensive, yet concise business model depiction. Using the various capitals to provide a structure to the business model – all elements as per the Framework are shown – including inputs, activities, outputs (distinguished between positive and negative outputs) and outcomes. This example takes the business model further to note how value is…

  9. Business model

    Strate’s business model is effectively communicated by using a simple diagrammatic representation on pages 16-17 that shows the capitals, termed ‘resources’ that the company relies upon. The business model further communicates how value is created by transforming the capitals through Strate’s business activities by specifying the company’s outputs and outcomes. The narrative on the following…

  10. Business model

    Santova’s business model clearly highlights its vision and key differentiators. On page 11 Santova states its inputs, outputs and outcomes which include its different capitals and outcomes both internally and externally. This is all underpinned by Santova’s culture and values, corporate governance and group strategy. The disclosure can be enhanced in future by also including…