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2013, May 25

Integrated Reporting: What Is Happening So Far

Integrated Reporting: What Is Happening So Far

by Nick Main and Eric Hespenheide, Deloitte Review, 14 June 2012
Integrated reporting as defined by the International Integrated Reporting Committee aims to incorporate everything from strategy to risk management, from financial reporting to the inclusion of other capitals (think societal and environmental impacts). It aspires to meet the needs of a wider group of stakeholders—e.g., investors, employees and non-governmental organizations (NGOs).
 
And it intends to interlink these elements in a way that makes their interdependencies clear. Everyone in an organization, not just the accountants, is likely to be touched by integrated reporting.
 
The potential importance extends beyond a reconstitution of traditional corporate reports. Corporate reports—whose growing sophistication and range have been a reflection of the development of the global economy over the past two centuries—are in some sense the rulebook that investors and society at large use to “keep score.”
 
Change the rulebook and you will almost certainly change the game. The movement toward integrated reporting potentially represents the most significant change to the rulebook that we will have seen in years.
 
The Basic Idea
The two organizations at the forefront of the development of new ideas regarding integrated reporting are:
 
The Integrated Reporting Committee of South Africa (IRCSA), which, under the chairmanship of Professor Mervyn King, produced a report built on a pronouncement on corporate governance in South Africa (King III). It proposed that integrated reports become the preferred form of corporate reporting in the country.
 
The International Integrated Reporting Committee (IIRC), which was formed in 2010 under the aegis of the Prince of Wales Accounting for Sustainability Project and the Global Reporting Initiative. In addition to business executives and investors, representatives from the major accounting bodies, standards setters and security regulators sit on this committee.
 
To help generate discussion to guide the development of the International Integrated Reporting Framework, the IIRC has published in a discussion paper a series of principles and content elements for preparing an integrated report.
 
The elements of an integrated report as suggested by the IIRC in the discussion paper are:
 
Organizational overview and business model: What does the organization do, and how does it create and sustain value in the short, medium and long term?
 
Operating context, including risks and opportunities: What are the circumstances under which the organization operates, including the key resources and relationships on which it depends and the key risks and opportunities that it faces?
 
Strategic objectives and strategies to achieve those objectives: Where does the organization want to go, and how is it going to get there?
 

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