IIRC INTEGRATED REPORT 2017 / Stakeholders


Our stakeholders

Stakeholder engagement is ingrained in our governance and strategy. All our stakeholder groups are represented on the IIRC Council and the IIRC Board who we convene regularly.

We also engage with stakeholders through our annual conference and bilateral meetings. Other engagement mechanisms specific to particular stakeholder groups are indicated in the table below:

Delivering on stakeholder expectations


Stakeholder Stakeholder interest/IIRC response How we engage Evaluation
BUSINESS AND OTHER REPORTER ENTITIES ...use the <IR> Framework and show momentum for integrated reporting Navigate the range of available reporting standards and frameworks We convene the Corporate Reporting Dialogue, which explains how reporting standards and frameworks relate and seeks to align where possible. Our networks and training programme help businesses understand and implement integrated reporting. Satisfy regulatory and voluntary requirements in a cost effective way We encourage businesses to apply the <IR> Framework in ways that suit their unique circumstances. Understand the IIRC’s expectations with respect to Framework application We provide guidance in areas that are most challenging to report preparers.
  • <IR> Network and regional networks
  • The <IR> Framework implementation review
We invited business and other perspectives on the implementation of the <IR> Framework review (pages 8-9) and have drawn up a technical work programme to address the identified market needs for guidance, research and other resources. See page 32 for our progress on the Corporate Reporting Dialogue.


Stakeholder Stakeholder interest/IIRC response How we engage Evaluation
PROVIDERS OF FINANCIAL CAPITAL...provide demand side momentum for integrated reporting Reduce portfolio risk The <IR> Framework encourages companies to follow a holistic, multi-capital approach to risk disclosure. Analyze standardized performance metrics across portfolio companies We encourage companies to report consistently over time and in accordance with generally accepted standards. Understand governance and prospects of portfolio of investments We encourage companies to explain how governance structures support value creation over time.
  • Partnerships with International Corporate Governance Network (ICGN) and CFA Institute
  • Investor panel of <IR> Network (report critiques)
  • The <IR> Framework implementation review
  • Investor statement and research [http://integratedreporting.org/resource/investor-statement/]
We align with investor initiatives that promote stewardship, corporate governance and long-term thinking (page 31). Although our governance structure includes investors, we seek further interaction with this community.


Stakeholder Stakeholder interest/IIRC response How we engage Evaluation
FRAMEWORK DEVELOPERS AND STANDARD SETTERS ...shape the nature and direction of the corporate reporting landscape Fill gaps in corporate reporting standards We work with the Corporate Reporting Dialogue to identify subject matter gaps. Minimize the perception of a reporting patchwork We highlight complementarity and pursue clarity and consistency through the Corporate Reporting Dialogue. Ensure respective standards and frameworks are well understood and applied The <IR> Framework communicates the need to consult other standards and frameworks when preparing report content.
  • Corporate Reporting Dialogue
  • IASB’s Management Commentary Review Committee
IASB's new thinking on the concept of materiality is partly based on our joint work in the Corporate Reporting Dialogue, and they are updating their Management Commentary Practice Statement to bring it in closer alignment with the <IR> Framework. See page 32 for our progress on the Corporate Reporting Dialogue.


Stakeholder Stakeholder interest/IIRC response How we engage Evaluation
ACCOUNTANCY PROFESSION ...promotes integrated reporting and builds related professional competencies Advance member interests and the profession through leadership and advocacy We work with the profession on areas of mutual interest and support its leadership role in integrated reporting. Build capacity within accounting bodies, accounting firms and accountants in business We extend capacity building via Council arrangements, secondment agreements and joint initiatives. Provide client and member services that drive organizational, client and public interest We equip secondees with skills and knowledge in integrated reporting to enhance and expand firms’ services.
  • Bilateral projects and partnerships
Our relationship with the accountancy profession continues to thrive and provide mutual benefits, including capacity building, elevated profile in the business community and momentum for enhanced reporting. See network partners on pages 27-28 and funding on pages 35 and 37.


Stakeholder Stakeholder interest/IIRC response How we engage Evaluation
POLICYMAKERS, REGULATORS AND EXCHANGES ...support Framework uptake via laws and norms Work in various areas in the public interest We show how integrated reporting supports capital market efficiency, inclusive capitalism, infrastructure investment, sustainable development and effective corporate governance and stewardship.
  • B20
  • UN’s Intergovernmental Working Group of Experts on International Standards of Accounting and Reporting
  • EC multi-stakeholder platform for implementation of SDGs in Europe.
We learn and benefit much from these stakeholders. Their referencing of integrated reporting in national codes, recommendations and requirements supports our vision. See pages 33-34 for more information.


Stakeholder Stakeholder interest/IIRC response How we engage Evaluation
CIVIL SOCIETY ...champions important pillars of our vision and strategy Raise the profile of important societal issues We identify movements that complement our vision and to which integrated reporting can contribute. Demonstrate momentum for a particular interest or action We develop alliances and partnerships based on aligned objectives. Maintain or elevate an established footing in a chosen field We follow a model that favours co-branding and complementarity over replication.
  • Framework implementation review
  • Bilateral engagement with institutional funders
We benefit from civil society’s voice on our Board and our Council. We engage on such matters as responsible business, environmental stewardship and inclusive capitalism. This forges our relationships and progresses shared agendas in the public interest. We need to communicate better with fundraisers to align our interests. See pages 14-15 and 35.


Stakeholder Stakeholder interest/IIRC response How we engage Evaluation
ACADEMIA ...studies links between reporting, performance and access to capital Probe and refine the theoretical basis for enhanced reporting We maintain open channels with academia, identify research opportunities and maintain a searchable integrated reporting Examples Database to assist research efforts. Explore new subject matter and perspectives We provide a peer-based forum via our Academic Network to inform and inspire new research.
  • Academic Network
The academic community provides credible evidence of the benefits of integrated reporting. We recognize the needs, interests and vital role of academia and feel further investment in these relationships is important. See the work of our Academic Network on pages 28-29.


Stakeholder Stakeholder interest/IIRC response How we engage Evaluation
OUR TEAM ...drives performance and shares regional perspectives Understand and align with organizational goals and provide valued contributions We explain how our strategies support our mission and vision. We also highlight individual and collective achievements and provide employee feedback annually. Access the tools to do a good job We maintain guiding procedures and offer training/development opportunities. Contribute to a collaborative, communicative team We interact via cross-functional meetings and online platforms.
  • Monthly team, and sub-team meetings
  • Annual performance reviews
Team commitment will continue to drive our success. In 2017 we performed an exercise to follow up our 2016 team survey, which showed strong alignment to the goals of the IIRC, producing an action plan to address identified areas for improvement, including improved internal communications across our widely spread team.