In line with paragraph 1.20 of the International <IR> Framework, Nedbank explains the process followed to prepare and present the integrated report. In particular, it describes the people involved in the process, both in terms of executives with accountability for report preparation and presentation, as well as those composing the reporting team (including subject-matter experts)…
Archives
-
Governance
In its 2020 Annual Integrated Report, Crest Nicholson presents through a table how it listens and engages with stakeholders. Key matters are identified for each stakeholder category. For each key stakeholder category, the key matters are identified. Then, the manners through which the company’s directors are involved are briefly detailed. The responses put in place…
-
Governance
In its 2020 Annual Integrated Report, Cbus presents its strategic performance through a table titled ‘Strategy scorecard’. For each strategic pillar, information on the measurement, the related target and result achieved (both in numeric terms), as well as the progress made (‘achieved’, ‘not met’, ‘on target’) are illustrated. Then, page references for where to find…
-
Governance
In accordance with para. 1.20 of the International <IR> Framework, the report includes a statement illustrating the responsibility of those charged with governance for the integrated report as well as the involvement of the Board of Directors, through its Committees, and the Board of Statutory Auditors in the preparation and presentation of the document. It…
-
Governance
United Utilities make a clear link between governance (Section 4B of the International <IR> Framework) and value creation in their 2019 Corporate Governance Report. The report includes tables which summarise a number of board activities during the year through concise bullet points for seven overarching topics (such as ‘leadership and employees’ and ‘strategy’). Each of…
-
Governance
DIMO's governance section shows the relationship between the company’s governance standards ('key conformance aspects') and different aspects of its value creation (para. 4.9 of the International <IR> Framework). It lists the codes, frameworks, and systems that move the operational aspects of governance beyond mere compliance (point five of para. 4.9 of the International <IR> Framework),…
-
Governance
Two separate stakeholder engagement sections presented in the Strategic and Governance reports offer an overview of the organisation’s relationships with its key stakeholders. As aligned with paragraph 3C of the International <IR> Framework, pages 10-11 clearly and concisely indicate, through a graph and a table, which are the main stakeholder groups and highlight which are…
-
Governance
The Crown Estate takes steps to provide an engaging and informative governance section. The sections ‘our Board’s year’ and ‘effectiveness’ bring the Board’s activities to life and demonstrate what actions the Board has taken to contribute to value creation over the past year. This information is presented in a concise way and also includes insight…
-
Governance
DIMO's governance sections provide an overview of the company's structure, as well as insights into the company's conformance and performance based on its value creation activities and capitals. DIMO lists all of the codes, frameworks and systems that move the operational aspects of governance beyond a mere ‘compliance exercise’ to a value-added evaluation of performance….
-
Governance
Within the Governance section of the report, British American Tobacco lists the activities undertaken by the Board during the year under each of the company’s strategic priorities. This outlines the way in which the Board has influenced and monitored the strategic direction of the company, thus demonstrating how the company’s governance structure supports its ability…