Strategy, risk, people and performance are all connected
When your stakeholders ask about your strategic aims and your performance against those, can you answer their questions? Do you have the necessary data? Does your reporting reflect the internal reality of the business, or is it just talk?
12 reporting tips and good practice examples
Reporting survey 2011: From compliance to competitive edge
Integrated reporting: What does your reporting say about you?
What information about my business do investors really need?
If you are looking to answer this question, we have been talking to investors worldwide for over a decade so that we can help you understand their expectations and communicate clearly about your business.
Investors' view - insights from the investor community
Performance statement: Coming together to shape the future
Shareholder friendly report
Overlooking sustainability could mean that your company is ignoring risk and missing out on business opportunities.
The link between sustainability, reputation, and performance couldn't be clearer. Companies that embrace sustainability can achieve better performance, greater profitability, boost shareholder value and maximise their competitiveness.
Climate change puts business reputation at stake
Take sustainability to heart
Sustainability reporting tips
Good corporate governance has to be part of the DNA of your organisation.
Good corporate governance can be achieved only if it's an embedded part of corporate life; part of the DNA of the organisation. Here are some of the resources that PwC has created to help you do just that:
Simple, practical proposals for better reporting of corporate governance
Good practice corporate governance reporting: January 2010
World watch on governance
Remuneration, people and tax reporting
Boost confidence in management by communicating clearly about tax, remuneration and people.
Stakeholders often don't fully understand your total tax contribution or the links between your remuneration and people strategy and the performance of your business. Making this clear can make a dramatic difference to stakeholder perceptions.
Executive remuneration under scrutiny
Total tax contribution
Management and board reporting
Is too much time spent producing the numbers, rather than gaining real insight?
Information isn't management information until it is actually used by decision-makers. We can help you ensure that relevant information and insight drives actions at the operational front line.
Management information and performance: CFOs face new demands for high-quality data that drives decisions