in Integrated Reporting Integrated Reporting Update | August 2013 This Integrated Reporting Update comprises the following: - What value creation means for IR purposes - Who assesses value for IR purposes - What information enables readers and users of Integrated Reports to assess value creation. 2 Integrated Reporting Update | August 2013 This document summarises the Value Creation background paper (paper) released by the International Integrated Reporting Council (IIRC) in July 2013. The IIRC considered aspects of this paper in the development of the International Integrated Reporting (IR) Framework Consultation Draft. Summary of the IIRCs paper on value creation Note: The paper only focuses on explaining the concept of value creation for IR purposes. It does not defne the term value. This is because value means different things for different people in different contexts. What value creation means for IR purposes Value creation is explained as follows Value is created through an organisations business model, which takes inputs from the capitals and transforms them through business activities and interactions to produce outputs and outcomes that, over the short, medium and long term, create or destroy value for the organisation, its stakeholders, society and the environment. Note: For a copy of this paper, please refer to the IIRCs website www.theiirc.org/resources-2/framework- development/background-papers/ Value is created through an organisations business model Value is created, changed or destroyed though an organisations business model. The business model is defned in the IIRC background paper on the business model as the chosen system of inputs, business activities, outputs and outcomes that aims to create value over the short, medium and long term. which takes input from the capitals The capitals (fnancial, manufactured, intellectual, human, social and relationship and natural capital) are stores of value from which value is released when the capitals are combined, transformed and leveraged to produce outputs and outcomes, resulting in value creation or value destruction. and transforms them through business activities and interactions Value is created through the activities the organisation conducts (e.g. processes, tools, technologies and innovation) in order to produce outputs and outcomes and these business activities ultimately create or destroy value. to produce outputs An organisations business activities apply, use, consume, destroy or transform different types of capitals to produce outputs (products and services). and outcomes The process of changing the inputs from the different types of capitals through the organisations business model results in outcomes (e.g. increased sales, customer satisfaction) and outputs. Outcomes that have no fnancial impact or that cannot be measured fnancially are as relevant to value creation as fnancial revenue and capitals. that over the short, medium and long term create or destroy value Outcomes from the business model have both positive and negative effects individually and collectively and these outcomes may manifest themselves over the short, medium or long term. Thus, whether business activities have created or destroyed value may be evident immediately or it may only become apparent over time. for the organisation, its stakeholders, society and the environment An organisations ability to create value is closely linked to the reactions and outcomes for its stakeholders (including its supply chain, local communities and the natural environment), which share in the value creation or destruction. The way in which all of these constituencies experience the outcomes of the organisations business model informs the assessment of whether value was created or not, and for whom. 3 Who assess value for IR purposes Per the IIRC Consultation Draft, Integrated Reports primary audience are providers of fnancial capital. Integrated Reports should enable providers of fnancial capital to gain an understanding of how an organisation creates and sustains value in the short, medium and long term. Providers of fnancial capital equate value creation with the potential future cash fows and sustainable fnancial returns, but also take the importance and limitations of different forms of capital for value creation into account. Concerns are however acknowledged about whether providers of fnancial capital adequately promote the goals of and act as stewards for individuals who have invested with them, the reasons include: a focus on achieving short-term results ; value only considered in terms of shareholder value (e.g. return on investment, share price, dividends); a lack of consideration for the value of and reliance on natural and other forms of capitals; and agency and contractual arrangements between fnancial actors. However, IR intends to provide greater clarity and insight to allow investors to more comprehensively consider the mutual inter-dependence between the long- term fnancial interests of the ultimate owners of fnancial capital, corporate practice and the public interest for the creation and preservation of value. Information that enables readers and users of Integrated Reports to assess value creation. Integrated Reports should communicate information that enables intended report users to assess whether and to what extent value has been created so as to add to fnancial value and understand how value has been created or destroyed though the increase or decrease in the pool of capitals on which the organisation relies. The type of information that facilitates such an assessment varies, but should be balanced and concise.
The information to be disclosed in terms of value creation should include: A description of the business model including inputs, business activities, outputs and outcomes and links to the organisations strategy Information on the organisations governance structure, conveying confdence in the business resilience and ability to implement the business model successfully Innovation and future outlook including the research and investment by the organisation to ensure resilience and effciency of the business model Performance this will provide the extent to which an organisation has created value through the achievement of performance goals Type of value the organisation intends to create, how, for whom and why Managements assessment of whether the intended value has been created Managements assessment of the way in which various forms of capital have been affected by the business model. Value drivers e.g. fnancial drivers (such as cost of capital), non fnancial drivers (such as customer relations and values (such as integrity) A description of stakeholders reactions in response to the organisations performance in terms of creating value. The communication of value creation within an Integrated Report is complex and has practical limitations. The full extent of the so-called butterfy effect and interconnections between an organisations activities and its outcomes cannot be fully known by an organisation. Given this, consideration should be given to the following when attempting to communicate the value creation process in an organisations Integrated Report: Drawing a boundary around elements and interactions that are most relevant to an organisations business model and strategy (this boundary should be disclosed). Selecting on an organisation by organisation basis, the appropriate timeframe for considering value creation prospects. The communication of value creation is not restricted to quantitative fnancial information only. Information that supports the communication of value creation may be quantitative or qualitative in nature or a combination of both. Jeremy Grist Director Climate Change & Sustainability Services Tel: +27 (11) 772 3029 email: jeremy.grist@za.ey.com Kelly Gilman Senior Manager Climate Change & Sustainability Services Tel: +27(21)443 0473 email: kelly.gilman@za.ey.com Key contacts that can assist you in your IR journey Ernst & Young Assurance | Tax | Transactions | Advisory About EY EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confdence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organisation and may refer to one or more of the member frms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organisation, please visit ey.com. 2013 EYGM Limited. All Rights Reserved. Creative Services Job Number: 130807 In line with EYs commitment to minimise its impact on the environment, this document has been printed on paper with a high recycled content. This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for specifc advice. ey.com Contacts