The company reports on progress metrics in a transparent and clear way. They use a table format that includes bespoke KPIs whose aim to is to allow stakeholder to evaluate the company's transformation
Archives
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Performance
British Land’s 2020 Annual Report illustrates its strategic performance through a table. For each strategic pillar, the achievements against last year’s priorities are illustrated. Then, the performance, future priorities, risks indicators and link to remuneration scheme are outlined both through qualitative and quantitative information (paras. 3.4; 3.8; 4.9 of the International <IR> Framework).
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Performance
North West University dedicates a significant section of its report to explaining its performance against the strategy and articulating how it creates value through its capitals. This section is compartmentalised by capitals, and contains insightful qualitative and quantitative information about the organisation’s performance, in line with paragraph 4.31 of the International <IR> Framework. For each…
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Performance
The Crown Estate uses a table format to outline its performance, and clearly shows how its KPIs are aligned with its strategic objectives (in line with paragraph 4.30 of the International <IR> Framework). For each strategic objective, The Crown Estate explains why the strategic objective is important to the company, and highlights their alignment with…
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Performance
SASOL provides an honest and informative overview regarding the capitals, where it details the instances where value has diminished through its activities, and reveals how it considers trade-offs between capitals when making decisions on how to manage the business (in line with paragraph 4.31 of the IR Framework). For each of the capitals, SASOL outlines…
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Performance
In its integrated report Larsen and Toubro describes the trade-offs between the capitals (para. 4.56 of the International <IR> Framework). In a matrix, the contribution of each capital to the implementation of the key organizational strategies is indicated in terms of ‘positive’, ‘negative’, or ‘neutral’ impact. Then, for each strategy, ‘remarks on trade-offs’ are concisely…
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Performance
Grieg Seafood’s Annual Report 2019 begins by giving a concise overview of performance against strategy (para. 4.30 of the International <IR> Framework), in the form of a performance scoreboard containing past performance data and a target for its KPIs in each ‘pillar’ of its business strategy. Summarizing their performance against their strategic KPIs so early…
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Performance
At the beginning of the report, FMO clearly outlines their approach to stakeholder engagement: how they have been engaged, and how the relationship contributes to FMO’s long-term objectives, which adheres to Section 3D of the International <IR> Framework. This is then followed by a connectivity table which links each of the material topics to key…
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Performance
Talawakelle’s Annual Report demonstrates balance between reporting on positive and negative performance (in line with para. 3.44 of the International <IR> Framework). In the ‘Non-financial highlights’ section at the front of the report, Talawakelle shows performance for the year in key non-financial indicators, with an indication of % change from the previous year, highlighting in…
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Performance
Aegon’s Annual Review 2017 as a whole report demonstrates the principle of conciseness being effectively applied. As a specific example of concise disclosure within the report, the "Our Strategy" discussion (p. 20) identifies five material issues and links them to strategic imperatives and representative indicators. Throughout the course of this section, Aegon provides specific, time-bound…