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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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