How Integrated Reporting Helps Define and Measure Value

Keith Ambachtsheer (left), Bill Baue (right)
  1. Value-creating in asset owner organizations can take place at two levels: micro and macro. It is not a matter of choosing one over the other, but of integrating both perspectives into a seamless whole.
  2. Decisions must be based on the balanced consideration of the interests of all organizational stakeholders, not just some.
  3. Effective organization governance is a critical success driver. Thus, governance effectiveness must be measured and reported.
  4. Business model clarity and capital resource adequacy are also critical success drivers. Thus, they too must be clearly addressed in integrated reporting.
  5. Performance reporting must be directly integrated with the stated internal and external value-creating ambitions of the organization.
  • Explore trends in (financial and non-financial) corporate reporting, examples of innovative reporting, emerging standards, and stakeholder expectations.
  • Assess key challenges companies are facing in meeting any identified trends (i.e., lack of standards, systems, processes).
  • Discuss potential ways integrated reporting can continue to evolve to meet changing company and stakeholder needs.
  • Understand the legal, accounting, and other regulatory challenges that face IR efforts.



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