AFMP4
Syllabus A. Role Of The Senior Financial Adviser A3. Ethical and governance issues

A3h. Purpose and content of an integrated report 7 / 7

Syllabus A3h)

Assess and advise on the impact of investment and financing strategies and decisions on the organisation’s stakeholders, from an integrated reporting and governance perspective

To explain to providers of financial capital how an organisation creates value over time

The ‘building blocks’ of an integrated report are:

  • Guiding principles

    These underpin the integrated report

    They guide the content of the report and how it is presented

  • Content elements

    These are the key categories of information 

    They are a series of questions rather than a prescriptive list

Guiding Principles

  1. Are you showing an insight into the future strategy..?

  2. Are you showing a holistic picture of the the organisation's ability to create value over time?

    Look at the combination, inter-relatedness and dependencies between the factors that affect this

  3. Are you showing the quality of your stakeholder relationships?

  4. Are you disclosing information about matters that materially affect your ability to create value over the short, medium and long term?

  5. Are you being concise? 

    Not being burdened by less relevant information

  6. Are you showing Reliability, completeness, consistency and comparability when showing your own ability to create value.

Content Elements

  1. Organisational overview and external environment
     
    What does the organisation do and what are the circumstances under which it operates?

  2. Governance

    How does an organisation’s governance structure support its ability to create value in the short, medium and long term?

  3. Business model

    What is the organisation’s business model?

  4. Risks and opportunities

    What are the specific risk and opportunities that affect the organisation’s ability to create value over the short, medium and long term, and how is the organisation dealing with them?

  5. Strategy and resource allocation

    Where does the organisation want to go and how does it intend to get there?

  6. Performance

    To what extent has the organisation achieved its strategic objectives for the period and what are its outcomes in terms of effects on the capitals?

  7. Outlook

    What challenges and uncertainties is the organisation likely to encounter in pursuing its strategy, and what are the potential implications for its business model and future performance?