Special Feature
Reporting areas
Organisational overview and external environment
Governance Business model
What’s clear 2013 (and 2008*)
86% discuss future market trends 60% - 2008
65% discuss leadership effectiveness 60% identify the material capital inputs to the business model Risks and opportunities
93% identify their key risks 78% outlined risks – 2008 18% identified which were key - 2008
Strategy and resource allocation
94% report strategic priorities 98% - 2008 68% 40% - 2008
Performance Outlook 24
www.finance-monthly.com
Evidence of IR Challenges 31% link market discussions to strategic choices 54% have some alignment of KPI outcomes
to remuneration outcomes – 15% explicitly
22% some alignment – 2008
25% explain the value-adding activities 21% identify the material capital inputs to
used to execute strategy the business model
29% have clear correlation of risks with 22% discuss how risks are changing over
issues discussed elsewhere in the report
time 3% 2008
include some non-financial capital priorities in core strategy
33% base reporting on strategic themes 33% - 2008
74% explicitly identify their KPIs 48% - 2008 86% report the impacts of activities on
non-financial capitals 43% explain financial funding plans 20% comprehensively consider the future availability of material capitals
31% align KPIs and strategic priorities 25% - 2008
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