1. Elements of an Integrated Report 1.1 Organizational overview and external environment

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1 Pg Ref Marks 1. Elements f an Integrated Reprt 1.1 Organizatinal verview and external envirnment An integrated reprt shuld disclse the main activities f the rganizatin and the envirnment f which it perates. An integrated reprt shuld identify the rganizatin s missin and visin, and prvides essential cntext by identifying matters such as: The rganizatin s: culture, ethics and values wnership and perating structure including size f the rganizatin, lcatin f its peratins) principal activities and markets cmpetitive landscape and market psitining (cnsidering factrs such as the threat f new cmpetitin and substitute prducts r services, the bargaining pwer f custmers and suppliers, and the intensity f cmpetitive rivalry) psitin within the value chain Key quantitative infrmatin e.g., the number f emplyees, revenue and number f cuntries in which the rganizatin perates highlighting, in particular, significant changes frm prir perids Significant factrs affecting the external envirnment and the rganizatin s respnse (include aspects f the legal, cmmercial, scial, envirnmental and plitical cntext that affect the rganizatin s ability t create value in the shrt, medium r lng term) Eg: The legitimate needs and interests f key stakehlders Macr and micr ecnmic cnditins, such as ecnmic stability, glbalizatin, and industry trends Market frces, such as the relative strengths and weaknesses f cmpetitrs and custmer demand The speed and effect f technlgical change Scietal issues, such as ppulatin and demgraphic changes, human rights, health, pverty, cllective values and educatinal systems Envirnmental challenges, such as climate change, the lss f ecsystems, and resurce shrtages as planetary limits are apprached

2 The legislative and regulatry envirnment in which the rganizatin perates The plitical envirnment in cuntries where the rganizatin perates and ther cuntries that may affect the ability f the rganizatin t implement its strategy 1.2 Gvernance An integrated reprt shuld hw des the rganizatin s gvernance structure supprt its ability t create value in the shrt, medium and lng term. An integrated reprt needs t prvide an insight abut hw such matters as the fllwing are linked t its ability t create value: The rganizatin s leadership structure, including the skills and diversity (e.g., range f backgrunds, gender, cmpetence and experience) f thse charged with gvernance and whether regulatry requirements influence the design f the gvernance structure Mandatry and vluntary cde f crprate gvernance adpted by the Cmpany. Cde f ethical cnduct adpted by the Cmpany in relatin t ethical business. Specific prcesses used t make strategic decisins and t establish and mnitr the culture f the rganizatin, including its attitude t risk and mechanisms fr addressing integrity and ethical issues Particular actins thse charged with gvernance have taken t influence and mnitr the strategic directin f the rganizatin and its apprach t risk management Hw the rganizatin s culture, ethics and values are reflected in its use f and effects n the capitals, including its relatinships with key stakehlders Whether the rganizatin is implementing gvernance practices that exceed legal requirements/ Key Plicies The respnsibility thse charged with gvernance take fr prmting and enabling innvatin Hw remuneratin and incentives are linked t value creatin in the shrt, medium and lng term, including hw they are linked t the rganizatin s use f and effects n the capitals. 1.3 Stakehlder Identificatin/ relatinships An integrated reprt shuld identify its key stakehlders and prvide insight int the nature and quality f the rganizatin s relatinships with its key stakehlders, including hw and t what extent the rganizatin understands, takes int accunt and respnds t their legitimate needs and interests. Stakehlders are the grups r individuals that can reasnably be expected t be significantly affected by an rganizatin s business activities, utputs r utcmes r whse actins can reasnably

3 be expected t significantly affect the ability f the rganizatin t create value. An entity may disclse the fllwing in their integrated reprts in respect f stakehlder relatinships. Hw the cmpany has identified its stakehlders. Stakehlder engagement methdlgy. Identificatin f material matters f stakehlders. Hw the Cmpany has applied such matters. Hw the stakehlders are engaged in assessing impacts, implicatins and utlk unrespects f Cmpany s business mdel. 15 Capitals An integrated reprt needs t prvide insight abut the resurces and the relatinships used and affected by the rganizatin, which are referred t cllectively as the capitals and hw the rganizatin interacts with the capitals t create value ver the shrt, medium and lng term An integrated reprt need t identify the varius frms f capitals which are essential fr the success f its business peratins. Eg: Financial Capital The pl f funds that is available t the rganizatin fr use in the prductin f gds r prvisin f services. Manufacturing Capital Manufactured physical bjects that are available t the rganizatin fr use in the prductin f gds and prvisin f services. Intellectual Capital Organizatinal, Knwledge based intangibles. Human Capital Peple s cmpetencies, capabilities and experience, and their mtivatins t innvate Scial and Relatinship Capital The institutins and the relatinships within and between cmmunities, grups f stakehlders and ther netwrks and the ability t share infrmatin t enhance individual and cllective wellbeing. Natural Capital All renewable and nn-renewable envirnmental resurces and prcesses that prvide gds and services that supprt the past, current and future prsperity f the rganizatin. Hwever an entity can d its wn classificatin f capitals based n its business activities. An entity needs t ensure that it des nt verlk a capital that it uses r affects. 1.4 Business mdel 25 An integrated reprt shuld describe the rganizatin s business mdel An integrated reprt need t describe the business mdel, including key:

4 Inputs Business activities Outputs Outcmes Features that can enhance the effectiveness and readability f the descriptin f the business mdel include: Explicit identificatin f the key elements f the business mdel A simple diagram highlighting key elements, supprted by a clear explanatin f the relevance f thse elements t the rganizatin Narrative flw that is lgical given the particular circumstances f the rganizatin Identificatin f critical stakehlder and ther (e.g., raw material) dependencies and imprtant factrs affecting the external envirnment Cnnectin t infrmatin cvered by ther Cntent Elements, such as strategy, risks and pprtunities, and perfrmance (including KPIs and financial cnsideratins, like cst cntainment and revenues). Inputs An integrated reprt shws hw key inputs relate t the capitals n which the rganizatin depends, r that prvide a surce f differentiatin fr the rganizatin, t the extent they are material t understanding the rbustness and resilience f the business mdel. Business activities An integrated reprt describes key business activities. This can include: Hw the rganizatin differentiates itself in the market place (e.g., thrugh prduct differentiatin, market segmentatin, delivery channels and marketing) The extent t which the business mdel relies n revenue generatin after the initial pint f sale (e.g., extended warranty arrangements r netwrk usage charges) Hw the rganizatin appraches the need t innvate Hw the business mdel has been designed t adapt t change. When material, an integrated reprt discusses the cntributin made t the rganizatin s lng term success by initiatives such as prcess imprvement, emplyee training and relatinships management. Outputs An integrated reprt identifies an rganizatin s key prducts and services. There might be ther utputs, such as by-prducts and waste

5 (including emissins), that need t be discussed within the business mdel disclsure depending n their materiality. Outcmes An integrated reprt describes key utcmes, including: Bth internal utcmes (e.g., emplyee mrale, rganizatinal reputatin, revenue and cash flws) and external utcmes (e.g., custmer satisfactin, tax payments, brand lyalty, and scial and envirnmental effects) Bth psitive utcmes (i.e., thse that result in a net increase in the capitals and thereby create value) and negative utcmes (i.e., thse that result in a net decrease in the capitals and thereby diminish value). Organizatins with multiple business mdels Sme rganizatins emply mre than ne business mdel (e.g., when perating in different market segments). This requires a distinct cnsideratin f each material business mdel as well as cmmentary n the extent f cnnectivity between the business mdels (such as the existence f synergistic benefits). The integrated reprt f an rganizatin with multiple businesses needs t balance disclsure with need t reduce cmplexity; hwever material infrmatin shuld nt be mitted. 1.5 Perfrmance 15 An integrated reprt needs t explain the extent t which the rganizatin has achieved its strategic bjectives fr the perid and what are its utcmes in terms f effects n the capitals? An integrated reprt shuld cntain qualitative and quantitative infrmatin abut perfrmance that may include matters such as: Quantitative indicatrs with respect t targets and risks and pprtunities, explaining their significance, their implicatins, and the methds and assumptins used in cmpiling them The rganizatin s effects (bth psitive and negative) n the capitals, including material effects n capitals up and dwn the value chain The state f key stakehlder relatinships and hw the rganizatin has respnded t key stakehlders legitimate needs and interests The linkages between past and current perfrmance, and between current perfrmance and the rganizatin s utlk. KPIs that cmbine financial measures with ther cmpnents (e.g., the rati f greenhuse gas emissins t sales) r narrative that explains the financial implicatins f significant effects n ther capitals and ther causal relatinships (e.g., expected revenue grwth resulting frm effrts t enhance human capital) may be used t demnstrate the cnnectivity f financial perfrmance with perfrmance regarding ther capitals. In sme cases, this may als include mnetizing certain effects n the

6 capitals (e.g., carbn emissins and water use). Include instances where regulatins have a significant effect n perfrmance (e.g., a cnstraint n revenues as a result f regulatry rate setting) r the rganizatin s nn-cmpliance with laws r regulatins may significantly affect its peratins. 1.6 Risks, pprtunities and internal cntrls An integrated reprt shuld explain what are the specific risks and pprtunities that affect the rganizatin s ability t create value ver the shrt, medium and lng term, and hw is the rganizatin dealing with them? and effectiveness f the system f internal cntrls. This can include identifying: The specific surce f risks and pprtunities, which can be internal, external r, cmmnly, a mix f the tw. The rganizatin s assessment f the likelihd that the risk r pprtunity will cme t fruitin and the magnitude f its effect if it des. The specific steps being taken t mitigate r manage key risks (eg: Risk Management Framewrk, Risk Management review prcess and reprting structure) r t create value frm key pprtunities, including the identificatin f the assciated strategic bjectives, strategies, plicies, targets and KPIs. Risk Management Reprt (Which includes details abut risk, rt curse, ptential impact, respnse t risk, risk rating) Respnse n the effectiveness f the internal cntrls and the bard s respnsibility fr the disclsures n internal cntrls t safeguard stakehlder interest. 1.7 Strategy and resurce allcatin An integrated reprt shuld describe it strategic directin (Where des the rganizatin want t g and hw des it intend t get there) An integrated reprt need t identify: The rganizatin s shrt, medium and lng term strategic bjectives The strategies it has in place, r intends t implement, t achieve thse strategic bjectives Hw the entity has psitined in the wider market. Hw the lng term strategies relate t current business mdel. The resurce allcatin plans it has t implement its strategy Hw it will measure achievements and target utcmes fr the shrt, medium and lng term.

7 This can include describing: The linkage between the rganizatin s strategy and resurce allcatin plans, and the infrmatin cvered by ther Cntent Elements, including hw its strategy and resurce allcatin plans: relate t the rganizatin s business mdel, and what changes t that business mdel might be necessary t implement chsen strategies t prvide an understanding f the rganizatin s ability t adapt t change are influenced by/respnd t the external envirnment and the identified risks and pprtunities affect the capitals, and the risk management arrangements related t thse capitals What differentiates the rganizatin t give it cmpetitive advantage and enable it t create value, such as: the rle f innvatin hw the rganizatin develps and explits intellectual capital the extent t which envirnmental and scial cnsideratins have been embedded int th rganizatin s strategy t give it a cmpetitive advantage Key features and findings f stakehlder engagement that were used in frmulating its strategy and resurce allcatin plans. 1.8 Outlk An integrated reprt shuld explain what challenges and uncertainties is the rganizatin likely t encunter in pursuing its strategy, and what are the ptential implicatins fr its business mdel and future perfrmance? An integrated reprt shuld highlight anticipated changes ver time and prvides infrmatin n The rganizatin s expectatins abut the external envirnment the rganizatin is likely t face in the shrt, medium and lng term Hw that will affect the rganizatin Hw the rganizatin is currently equipped t respnd t the critical challenges and uncertainties that are likely t arise. The discussin f the ptential implicatins, including implicatins fr future financial perfrmance may include: The external envirnment, and risks and pprtunities, with an analysis f hw these culd affect the achievement f strategic bjectives The availability, quality and affrdability f capitals the rganizatin uses r affects (e.g., the cntinued availability f skilled labur r natural resurces), including hw key relatinships are managed and why they are imprtant t the rganizatin s ability t create

8 value ver time. An integrated reprt may als prvide lead indicatrs, KPIs r bjectives, relevant infrmatin frm recgnized external surces, and sensitivity analyses. If frecasts r prjectins are included in reprting the rganizatin s utlk, a summary f related assumptins is useful. Cmparisns f actual perfrmance t previusly identified targets further enables evaluatin f the current utlk. Disclsures abut an rganizatin s utlk in an integrated reprt shuld cnsider the legal r regulatry requirements t which the rganizatin is subject. 1.9 Basis f preparatin and presentatin An integrated reprt shuld answer the questin: Hw des the rganizatin determine what matters t include in the integrated reprt and hw are such matters quantified r evaluated? An integrated reprt describes its basis f preparatin and presentatin, including: A summary f the rganizatin s materiality determinatin prcess Brief descriptin f the prcess used t identify relevant matters, evaluate their imprtance and narrw them dwn t material matters Identificatin f the rle f thse charged with gvernance and key persnnel in the identificatin and priritizatin f material matters. A descriptin f the reprting bundary and hw it has been determined Eg:Include prcess used fr identifying the reprting bundary, gegraphic scpe, the entities represented in the reprt and the nature f the infrmatin prvided fr each entity A summary f the significant framewrks and methds used t quantify r evaluate material matters (e.g., the applicable financial reprting standards used fr cmpiling financial infrmatin, a cmpany-defined frmula fr measuring custmer satisfactin, r an industry based framewrk fr evaluating risks). 2. Respnsibility fr an integrated reprt An integrated reprt shuld include a statement frm thse charged with gvernance that includes: An acknwledgement f their respnsibility t ensure the integrity f the integrated reprt An acknwledgement that they have applied their cllective mind t the preparatin and presentatin f the integrated reprt Their pinin r cnclusin abut whether the integrated reprt is presented in accrdance with the Framewrk r, if it des nt include such a statement, it shuld explain:

9 What rle thse charged with gvernance played in its preparatin and presentatin What steps are being taken t include such a statement in future reprts The time frame fr ding s, which shuld be n later than the rganizatin s third integrated reprt that references this Framewrk. 3. Other Qualitative Characteristics f an Integrated Reprt 3.1 Cnciseness 15 An integrated reprt shuld be cncise. An integrated reprt need t include sufficient cntext t understand the rganizatin s strategy, gvernance, perfrmance and prspects withut being burdened with less relevant infrmatin. Eg: Fllws lgical structure and includes internal crss-reference as apprpriate t limit repetitin. May link t mre detailed infrmatin, infrmatin that des nt change frequently r external surces. Express cncepts clearly and in as few wrds. Favurs plain language ver the use f jargn r highly technical terminlgy. Avids highly generic disclsures. 3.2 Reliability and cmpleteness An integrated reprt shuld include all material matters, bth psitive and negative, in a balanced way and withut material errr The rganizatin achieve the reliability and cmpleteness thrugh, Eg : Selectin f presentatin frmats that are nt likely t unduly r inapprpriately influence assessments made n the basis f integrated reprt. Giving equal cnsideratin t bth increases and decreases in the capitals, bth strengths and weaknesses f the rganizatin, bth psitive and negative perfrmance etc. When infrmatin includes estimates, this is clearly cmmunicated and the nature and limitatins f the estimatin prcess are explained. 3.3 Cnsistency and cmparability The infrmatin in an integrated reprt shuld be presented: On a basis that is cnsistent ver time In a way that enables cmparisn with ther rganizatins t the extent it is material t the rganizatin s wn ability t create value ver time.

10 Eg: Using benchmark data, such as industry r reginal benchmarks Presenting infrmatin in the frm f ratis (e.g., research expenditure as a percentage f sales, r carbn intensity measures such as emissins per unit f utput) Reprting quantitative indicatrs cmmnly used by ther rganizatins with similar activities, particularly when standardized definitins are stipulated by an independent rganizatin (e.g., an industry bdy). Reprting plicies are fllwed cnsistently frm ne perid t ther unless a change is needed t imprve the quality f infrmatin reprted. Reprting the same KPIs if they cntinue t be material acrss reprting perid. When a significant change has been made, the rganizatin explains the reasns fr the change describing its effect. 3.4 Cnnectivity f infrmatin An integrated reprt shuld shw a hlistic picture f the cmbinatin, interrelatedness and dependencies between the factrs that affect the rganizatin s ability t create value ver time. Eg: Cnnectivity between Capitals - Cntent elements - Past, Present & Future - Finance and ther infrmatin 3.5 Materiality An integrated reprt shuld disclse infrmatin abut matters that substantively affect the rganizatin s ability t create value ver the shrt, medium and lng term 3.6 Assurance n the Reprt The plicy and practice relating t seeking assurance n the reprt, the nature and scpe f assurance prvided fr this particular reprt any qualificatins arising frm the assurance, and the nature f the relatinship between the rganizatin and the assurance prviders

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