In its 2017 Integrated Report, Cemex clearly and concisely illustrates the mechanisms through which integrity and ethical issues are addressed. In the Section on Governance, the main tools adopted by the organisation to nurture a culture of integrity both internally and externally, such as the code of conduct, training and communication on business ethics and…
Archives
-
Governance
Adapt IT’s 2017 Integrated Annual Report offers a summary of stakeholder engagement that communicates the company’s key stakeholder groups, nature of engagement, relevant material issues, as well as actions taken to meet their specific needs and expectations. The information contained in the summary table is comprehensive and easily digestive. It aligns with 3.12 of the…
-
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….
-
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….
-
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…
-
Governance
Nedbank Group’s 2016 Integrated Report includes a ‘Committed to good governance’ discussion which highlights how specific actions taken by the Board have impacted the strategic direction of the company. This aligns with 4.9 of the <IR> Framework which calls for insight into how governance activities are linked to the company’s ability to create value. Five…
-
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…
-
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’…
-
Governance
Halfords’ 2017 Remuneration Policy Report shows connectivity between value creation (a fundamental concept of the <IR> Framework) and remuneration (a key aspect of the ‘Governance’ content element [4B]). The report initially summarises the Executive Remuneration policy itself and key changes that have been made to it. Both discussions highlight that the policy has been designed…
-
Governance
The Nominating & Governance Committee (N&GC) Report in BT Group’s 2017 Integrated Report opens with a quote from the committee chair which highlights that decisions regarding succession have an impact on the company’s long-term future success. This shows alignment with the governance aspect of the <IR> Framework which calls for integrated reports to show how…