integrated reporting committee (irc) of south africa

ALIGNING INTERNAL
AND EXTERNAL
INTEGRATED
REPORTING:
AN INFORMATION
PAPER

www.integratedreportingsa.org
 CONTENTS Page

1 FOREWORD

2 PURPOSE OF THE PAPER

3 THE ROLE OF KEY PLAYERS

4 THE CHALLENGES

5 THE BENEFITS

6 HOW THE CONTENT ELEMENTS OF THE

INTERNATIONAL <IR> FRAMEWORK (2021) CAN SUPPORT ALIGNMENT

9 KEY CONSIDERATIONS

11 ACKNOWLEDGEMENTS

12 ABOUT THE IRC OF SA

13 IRC OF SA MEMBERS

ISBN 978-0-6399597-4-0

Copyright © December 2021

Integrated Reporting Committee
(IRC) of South Africa
All rights are reserved.
Permission is granted to make
copies of this work provided
each copy bears the above
copyright information.
 FOREWORD The past ten years have shown that the integrated report provides a cohesive and efficient approach
to reporting. It offers a holistic view of how the organization’s strategy, governance, performance and
prospects, in the context of its external environment, lead to the creation, preservation or erosion of value
over the short, medium and long term1.
While the integrated report improves stakeholders’ understanding of the organization and the capitals used
and affected, it also offers numerous internal benefits to the organization. The preparation of the report
assists in embedding integrated thinking in the organization and, as the ‘voice’ of the governing body, it
expresses their accountability through reporting. It can also reflect the leadership’s integrated approach to
governing and managing the organization.
There is another significant internal benefit to the organization of preparing the integrated report: the
connectivity of information achieved in the report can be very usefully applied to the organization’s internal
reporting throughout the year. Indeed, such connectivity is essential to internal reporting in ensuring the
availability of holistic information for performance monitoring and decision-making by management. This
information is similarly relevant for the governing body in staying informed on financial information and
information on the other capitals, including the dependencies and outcomes over time.
Those experienced in integrated reporting have observed that the Content Elements (the information areas
of the integrated report) set out in the International <IR> Framework (2021) embrace all the key aspects of
managing an organization – from development of strategy, monitoring the external environment and risks,
to the execution of strategy and achievement of outcomes that drive the purpose of the organization. This
observation makes sense; experienced preparers have often said that one of the benefits of preparing the
integrated report is that it facilitates integrated thinking in the organization’s operations – and so too, in its
reporting, both internal and external.

Professor Mervyn E. King SC

Chair of the Integrated Reporting Committee (IRC) of South Africa
Chair emeritus of the King Committee on Corporate Governance in South Africa and the Value
Reporting Foundation

December 2021

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INTEGRATED REPORTING
COMMITTEE (IRC) OF SOUTH AFRICA 1 International <IR> Framework (2021), paragraph 1.1
 PURPOSE OF This Information Paper was developed to assist organizations to
THE PAPER better align their internal reporting to their external reporting,
specifically the annual integrated report.
The Paper discusses the challenges and benefits of alignment and offers organizations some practical
considerations in achieving better alignment. The Paper emphasises an integrated business approach to
an organization’s reporting in a world of purpose and sustainable value creation, with a need for holistic
information to drive operations, decision-making and behavioural change.
The Paper explores:
6 The role of key players
6 The challenges in achieving alignment
6 The benefits of alignment
6 How the Content Elements of the International <IR> Framework (2021) (<IR> Framework) can support
alignment
6 Key considerations
This Paper aims to assist executives responsible for internal reporting and the integrated report, as well as
those involved in preparing them. It can also be of use to members of the governing body in their oversight of
reporting.
The key considerations set out in this Paper are informed by the collective experience of the IRC Working
Group members, as well as input from IRC members and other sources. The list of key considerations
should not be seen as exhaustive. This Paper does not purport to be authoritative guidance and is issued for
information purposes only.
In this Paper, excerpts from the <IR> Framework are in blue italics. The IRC of South Africa has endorsed
the <IR> Framework as guidance on good practice on how to prepare an integrated report. The Paper also
includes references to the King IV Report on Corporate Governance™ for South Africa 2016 (King IV)2, which
is the corporate governance code in South Africa released in November 2016. Excerpts are in italics.
The <IR> Framework defines those charged with governance as: The person(s) or organization(s) (e.g., the
board of directors or a corporate trustee) with responsibility for overseeing the strategic direction of an
organization and its obligations with respect to accountability and stewardship. For some organizations and
jurisdictions, those charged with governance may include executive management. King IV uses the term
‘members of the governing body’. This Paper refers to ‘the governing body’ to denote both.

2
INTEGRATED REPORTING 2 Copyright and trademarks are owned by the Institute of Directors in South Africa (IoDSA) NPC and all of its rights are reserved. King IV
COMMITTEE (IRC) OF SOUTH AFRICA is available at http://www.iodsa.co.za/?page=AboutKingIV
 THE ROLE OF The <IR> Framework charges the organization’s governing body
KEY PLAYERS with responsibility for the integrated report.
There is a specific requirement for the integrated report to include a statement from those charged with
governance acknowledging their responsibility to ensure the integrity of the integrated report and their
opinion or conclusion about whether, or the extent to which, the integrated report is presented in accordance
with the <IR> Framework3. Further, it is stated that:
Those charged with governance have ultimate responsibility for how the organization’s strategy, governance,
performance and prospects lead to value creation over time. They are responsible for ensuring that there is
effective leadership and decision-making regarding the preparation and presentation of an integrated report,
including the identification and oversight of the employees actively involved in the process.4
The governing body delegates the responsibility of preparing the integrated report to management and the
report is signed off by the executive in charge of the reporting process (this could be the chief executive
officer, chief financial officer, chief value officer5, investor relations executive or strategy executive).
Internal reporting is usually positioned as the direct responsibility of management, but it is still under the
overall oversight of the governing body. Internal reporting is wide and tailored to meet the needs of the
organization, however, it can generally be split into senior management and line management reporting
(see page 7). Reporting to the governing body is also captured in the internal reporting process.
All the key players have an interest in ensuring the availability of holistic, connected and reliable information
to inform their decision-making and monitor and manage performance and outcomes throughout the year.
A structure outline for internal reports that is aligned with the Content Elements of the integrated report
prepared in accordance with the <IR> Framework can be very useful as a basis for internal reporting,
including the reports to the governing body and committees. It allows for internal reporting processes
to be better aligned with the integrated thinking of the integrated report. Further, the alignment of
processes internally facilitates the smooth preparation of the integrated report thus easing the pressure on
year‑end reporting.
The preparation of the integrated report includes the determination of material matters. This process
considers many and varied sources, including input from the leadership, in evaluating and deciding on the
matters most material to the organization’s process of value creation, preservation or erosion over time.
These material matters are usually core to the business’ prospects and hence to be managed throughout the
year in internal reporting.
In any organization, reporting is a critical internal process – and the more integrated it is, the more
transparent and decision-useful it is likely to be. The reporting team involved in the preparation of the
integrated report can share valuable insights into aligning internal reporting with external reporting.

3 3 International <IR> Framework (2021), 1G Responsibility for an integrated report, paragraph 1.20
INTEGRATED REPORTING 4 International <IR> Framework (2021), 3F Reliability and completeness, paragraph 3.41
COMMITTEE (IRC) OF SOUTH AFRICA 5 Responsible for overseeing value beyond profits in the organization over the longer term
 THE CHALLENGES The following challenges contribute to internal reporting being
misaligned with the integrated report.

Siloed reporting The compartmentalization of internal processes, rather than an

integrated approach in areas such as risk management, results in
siloed internal reports.
The sustainability team may operate and report separately from
the financial reporting team with minimal communication and
collaboration.

Emphasis on financial Reporting on financial information is given more emphasis than

information and metrics sustainability information – this may stem from a historical mindset or
a short-term focus on profits rather than the long-term value approach
of integrated thinking.
Systems, processes and controls for non-financial information may not
be as robust and reliable as those for financial information, making it
more challenging to monitor and report performance.

Mismatch in perspectives The dominance of backward-looking and short-term financial

information does not align with the strategic, longer-term value
creation, preservation or erosion focus of the integrated report.
While sustainability metrics exist and are disclosed in the integrated
report, these short, medium and long-term targets may not be included
in internal reporting.
KPIs and a forward-looking approach may not be a part of
management’s internal reporting throughout the year.

Information reported Some organizations might exclude information due to a lack of

internally might not be in reliable information because of inadequate internal monitoring and
the integrated report reporting, or the organization may elect not to report on some material
information because it is regarded as likely to cause significant
competitive harm6.

Resistance to change Reluctance may be due to a perception of increased workload or the

need for additional resources incurring higher costs.
‘Reporting fatigue’ can result from multiple demands on those
preparing reports, and management teams that may not understand or
implement integrated thinking.

Alignment, but still not Despite some organizations having aligned their internal and external
integrated thinking reporting, they may not have achieved integrated thinking in their
operations.

4 6 Section 1F of the International <IR> Framework (2021) states that material information can be excluded if there is unavailability of
INTEGRATED REPORTING reliable information or specific legal prohibitions (with alternative disclosures required), or where disclosure would cause significant
COMMITTEE (IRC) OF SOUTH AFRICA competitive harm. This exception should not, however, be freely used to justify non-disclosure of information
 THE BENEFITS The following benefits can be realized through aligning internal
reporting with the integrated report.

Deepens integrated thinking Performance information and material matters encompassing the
in the organization six capitals in both internal and external reporting embeds and
demonstrates an integrated management approach.
Greater focus on a holistic view with long term value creation in mind.

More informed decision- The governing body and executives are equipped with up-to-date and
making holistic information for more informed decision-making and enabling
agile and rapid responses to external changes.
Employees more fully understand the organization’s strategic direction
and its use of and effects on the six capitals over time.

Improved systems and Better coordination between departments/ business units.

processes Processes, controls and accountability are established for
sustainability information.
Less time spent in compiling reports can result in more timely
reporting.
Information is readily available in a format suited to the integrated
report, lessening pressure on year-end reporting.
Reduces complexity and duplication of information.

Streamlined and purpose- Increases focus on reporting of material information.

driven reporting Can aid concise reporting through effective linkage of connected
information, cutting the length of internal reports and the integrated
report.

Integrity and consistency of Greater trust in the information presented at year end because it has
information been reported numerous times throughout the year and analyzed and
scrutinized through the combined/ integrated assurance process.
The governing body has access to and confidence in relevant and
material information available throughout the year.
Consistency between internal and external reporting embeds the
organization’s messages and performance throughout all channels
– this can build and enhance reputation and trust and enables ‘one
version of the truth’ for all stakeholders.

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INTEGRATED REPORTING
COMMITTEE (IRC) OF SOUTH AFRICA
HOW THE CONTENT The Content Elements of the <IR> Framework embrace all the
ELEMENTS OF THE key aspects of managing an organization in a connected and
purpose-driven world.
INTERNATIONAL
<IR> FRAMEWORK The Content Elements encompass considering the external environment, risks and opportunities and
stakeholders’ needs in the development of strategy, through to strategy execution and achieving the
(2021) CAN outcomes that drive the organization’s purpose – all based on the lens of the six capitals. Managing an
organization across the six capitals reflects an understanding of the reliance on resources and relationships
SUPPORT INTERNAL to achieve future strategy and the need to maximize positive outcomes and avoid any negative outcomes on
the six capitals. This is integrated thinking in practice.
ALIGNMENT
The more that integrated thinking is embedded into an organization’s activities, the more naturally will
the connectivity of information flow into the management reporting, analysis and decision-making. It also
leads to better integration of the information systems that support internal and external reporting and
communication, including preparation of the integrated report.7

Figure 1: Process through which value is created, preserved or eroded

Source: International <IR> Framework (2021)

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INTEGRATED REPORTING
COMMITTEE (IRC) OF SOUTH AFRICA 7 International <IR> Framework (2021), Preface, page 3
HOW THE CONTENT Seven Content Elements8 of the <IR> Framework are shown in Figure 1, they are: External environment,
Governance, Strategy and resource allocation, Risks and opportunities, Business model, Performance, and
ELEMENTS OF THE Outlook. Using these Content Elements to structure the organization’s internal reporting enables:
Integrated thinking and decision-making throughout key areas
INTERNATIONAL
6
6 Reporting that is structured around strategy execution
<IR> FRAMEWORK 6 Clear causal and logical linkage between the Content Elements
(2021) CAN 6 A continuous reporting process throughout the year across all Content Elements, capitals and functions
that support strategy execution.
SUPPORT INTERNAL The extent and depth of reporting across the Content Elements will vary according to the purpose of
ALIGNMENT the reporting – from line management to senior management to the governing body and into external
reporting, the integrated report. These different levels of reporting are depicted in the graphic below,
continued showing the flow of information across the Content Elements in an integrated fashion and at different levels
of intensity/ detail.

Figure 2: The overall reporting architecture showing different levels of reporting aligned to the
Content Elements of the <IR> Framework9

Organizational
overview Strategy and
and external Business resource Risks and
environment model allocation opportunities Performance Outlook Governance
Integrated Organizational Business Strategic Risks and Performance Outlook Governance
report information, model objectives, KPIs opportunities against reporting structure and
purpose and showing and targets analysis and strategic processes,
analysis of key inputs, over the short, management objectives actions, and
external factors outputs and medium and and material directors’
outcomes long term matters information

Governing Market Business Strategy Summary Group Group Governance

body intelligence model status development dashboards reporting plans, functions
trends, analysis reports on and strategy with deep dive dashboards on budgets, report back
of key external key inputs execution on material performance scenario and
factors, outlook and material reports matters against analysis, committee
and key issues outcomes strategic uncertain- reports
objectives ties, and
long-term
plans

Senior Market Divisional Divisional Divisional risk Divisional Divisional Governance

management intelligence operating strategy registers and management integrated functions and
trends, analysis model planning and reporting, reporting plan, governing
of key external (aligned to execution opportunities budgets, body
factors, outlook business linked to management scenario reporting
and key issues model) performance and material analysis
matters and targets

Line Direct impacts Business Strategic Business unit Management Business Governance
management and unit objectives and risk registers reporting unit functions and
developments structures, business plan and reporting integrated divisional
capital implementation plan and reporting
management reporting targets
operating
plans

7 The eighth Content Element is the ‘Basis of preparation and presentation’ and it addresses disclosure aspects, including materiality
8

and report boundary, in the integrated report

9 The information in the table is indicative and should not be taken as exhaustive
INTEGRATED REPORTING
COMMITTEE (IRC) OF SOUTH AFRICA
HOW THE CONTENT Key to creating an integrated thinking and integrated reporting architecture in the organization is that each
Content Element informs subsequent Content Elements, and that the reporting is designed to not only
ELEMENTS OF THE monitor but also to inform key decisions throughout the organization and throughout the year.
Further, a critical overlay to the overall reporting architecture is that the six capitals and the key value drivers
INTERNATIONAL are managed in an integrated manner. This integration of the six capitals occurs at all levels of input and
strategic resource allocation, planning, performance, outcomes and governance, from line management
<IR> FRAMEWORK through to external reporting.
The six capitals are one of the three fundamental concepts of the <IR> Framework10 and they serve as a
(2021) CAN categorization system for the resources and relationships used and affected by an organization over time.
The <IR> Framework does not mandate the defined categories or that the integrated report be structured
SUPPORT INTERNAL along the lines of the six capitals10, however, the capitals provide a very useful completeness guideline
against which the organization can assess whether it has considered all forms of capital used and affected
ALIGNMENT – and thus to be measured and managed, and internally and externally reported.
continued Figure 3: Information on the six capitals (resources and relationships) is in the overall reporting
architecture for each level of reporting

Social and
Financial Human Manufactured relationship Intellectual Natural
capital capital capital capital capital capital

Integrated report Salient Human Infrastructure Stakeholders’ Intellectual Usage of

features and resources resources and needs, the resources and natural
a summary or management, capability, use responses, capability, resources,
link to the development of public quality of performance, mitigation and
annual and infrastructure, relationships, outcomes and management
financial performance performance, performance, outlook measures,
statements outcomes and outcomes and outcomes and performance,
outlook outlook outlook outcomes and
outlook

Governing body Group Human Strategy Stakeholder Intellectual Group

financial resources KPIs resource summary resourcing environmental
statements to target, links enablement dashboards, key capability plan performance
to remuneration through social and and brand reporting
outcomes and infrastructure reputational management against
outlook and IT issues, quality of outcomes and strategy and
capabilities, relationships, outlook targets,
outcomes and outcomes and mitigation and
outlook outlook management,
outcomes and
outlook

Senior Divisional Divisional Divisional Divisional Divisional Divisional

management financial human resource and engagement research, environmental
reports resources infrastructure reports development and management
reporting and capabilities and technology KPIs
KPIs performance

Line management Management Human Resource and Business unit Research and Environmental
reports resources infrastructural relationship development management
reporting and reporting KPIs KPIs at
KPIs business unit
level

6 The effective execution of strategy demands that the internal reporting process continuously monitors
and manages the six capitals and value drivers in an integrated manner.
6 Continuous reporting across all the Content Elements and capitals throughout the year enhances the
level of scrutiny and review, as well as the reliability and integrity of the information.
6 Through consolidation and summarization, the information that flows into the integrated report can
largely be drawn from the internal reporting process which monitors and manages the information
throughout the year. Similarly the content for the detailed supplementary reports. This information will
be readily available and should carry a high level of integrity. The ability of management to provide
meaningful commentary on the information in the integrated report will be enhanced because of the
continuous review process throughout the year.
6 Alignment leads to ‘one version of the truth’ where the information used to manage the business is
aligned and consistent with that used for external reporting. This not only brings increased levels of
efficiency to the external reporting process but can enhance the quality of the information.
6 Integrated internal reporting can significantly enhance the structure, relevance, conciseness,
integration, integrity, quality and reliability of reporting – and this, in turn, is reflected in the external

8 reporting of the organization. For example, the application of the materiality Guiding Principle can lead
to more meaningful, relevant and concise reporting.
INTEGRATED REPORTING 10 International <IR> Framework (2021), pages 18 – 20
COMMITTEE (IRC) OF SOUTH AFRICA
 KEY The key considerations listed below can assist organizations in
CONSIDERATIONS better aligning their internal reporting with the integrated report.

1. Clear internal reporting processes across the

organization
A review and assessment of the rigour and reliability of existing internal reporting processes is
needed. This may include mapping the various levels of reporting, the areas of the business that are
covered/ not covered, reporting lines, levels of reporting, reporting timelines, users of the various
internal reports, internal controls and how these processes link to the different assurance levels, and
ultimately how they feed into the external reporting process.
The aim is for the internal systems for sustainability information to be on a par with the quality of the
financial reporting systems. This will be particularly important for information such as climate, water
and biodiversity that will be covered by the international sustainability standards in the near term and
which could be subject to assurance in the future.

2. A review to spot the gaps

Compare the integrated report’s Content Elements, prepared in accordance with the International
<IR> Framework, to the information covered in the internal reporting process. This assessment can be
guided by the content areas and the six capitals addressed in Figures 2 and 3 (pages 7 and 8), as well
as the particular needs of the organization.

3. Strategic objectives, KPIs and targets for the short,

medium and long-term
The organization’s strategic objectives and the KPIs and targets set to measure performance over the
short, medium and long term are core to the organization. They show its strategic path ahead. Ensure
this strategic information is the focus of the internal reporting process throughout the year, with the
other information needs of the organization built around these core figures.
Some organizations have embedded a cohesive integrated thinking approach. It starts with the
strategy development process, which includes consideration of the six capitals, and sets the strategic
objectives to maximise the positive outcomes and avoid, or minimise and mitigate, any negative
outcomes on the six capitals. The governing body reviews and approves these core strategic objectives
and sets the related KPIs, targets and timeframes to measure their achievement. These figures are an
integral part of internal reporting and decision-making throughout the year. They are also embedded
into all staff performance reviews, as well as the variable remuneration incentives throughout the
organization.

4. Performance information on the six capitals

To obtain quality information on the performance of each capital, internal processes need to be in
place for reliable reporting throughout the year. The detail of performance measures and information
will be dictated by the organization’s needs, regulatory reporting requirements, international
sustainability standards, sustainability frameworks and standards for reporting on impacts, industry
requirements, stakeholders’ needs and expectations, and sustainability assessment ratings tools. This
information surrounds the core information on the strategic objectives and is continuously reported
throughout the year.

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COMMITTEE (IRC) OF SOUTH AFRICA
 KEY 5. Report formats and information templates
CONSIDERATIONS Developing report formats, information templates and information sheets can facilitate smoother
review, updates and signoff of material information and data. They can also ensure the consistency,
continued accuracy and availability of information required for the preparation of the integrated report. They can
reduce the complexity and challenges of aligning the reporting processes.

6. Clear communication objectives

Map the internal and external communication requirements, including the various reporting
frameworks’ requirements, reporting dates and stakeholder expectations. Understand how internal
reporting fits into the broader communication processes of the organization, such as where internal
reporting is required to fulfil regulatory requirements and how these fit with external reporting. To
streamline the alignment of messages for internal and external reporting, determine the material
content, messages and report formats upfront.

7. Technology and digital tools

Leveraging technology and digital tools can facilitate efficiency, reliability and speed of reporting, and
can assist in the alignment of internal and external reporting processes and content.
Digital platforms and digital report formats (videos, interactive infographics) are also available as
channels to distribute content.

8. Assurance and oversight

Have a clear plan, schedule and timeline for assurance. A combined/ integrated assurance approach
gives consideration to which of internal audit and external assurance providers are best placed to
provide the type and level of the assurance deemed sufficient and appropriate.
Consider asking the internal audit team to conduct a readiness assessment of information intended
to be subject to external assurance to ensure that it stands up to scrutiny in terms of accuracy and
completeness.

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ACKNOWLEDGEMENTS The IRC of South Africa thanks the members of the IRC Working Group for their commitment and dedication
in developing this Paper, especially the project leader Esha Mansingh and team members Dirk Strydom,
Mark Hoffman, Sandra Klaassen, Scott Williams, Thandeka Mthembu, Thuto Masasa and Zanele Salman.

Leigh Roberts (Chair) Lelanie Hohls Thandeka Mthembu

Corli le Roux Matthew le Cordeur Thuto Masasa
Dirk Strydom Mark Hoffman Warren Maroun
Esha Mansingh Mohamed Adam Wasfie Ismail
Fay Hoosain Nasiegh Hamdulay Yvette Lange
Graham Terry Sandra Klaassen Zanele Salman
Jyoti Vallabh Scott Williams Observer: Harshal Kana
Karen Koch Shameela Soobramoney Observer: Racheal Sithole
Karin Ireton Sheralee Morland Secretariat: Elrida Oberholzer
Larissa Clark Stiaan Wandrag

The members of the IRC Working Group are appointed in their individual capacity and bring their experience
and expertise in different industry sectors as preparers, consultants, investors and academics.
The IRC of South Africa thanks those who kindly gave their time in commenting on the Paper including the
IRC’s organization, corporate and honorary members.
The IRC of South Africa thanks Ince (Pty) Ltd for the design and typesetting of the Paper.
While every effort was made to ensure the information published in this Paper is accurate at the date of
publication, the IRC of South Africa, its members, secretariat and the members of its Working Group take no
responsibility (jointly or individually) for any loss or damage suffered by any person as a result of reliance on
the information contained herein.
The IRC of South Africa website is a resource for preparers, investors and users of integrated reports
offering the latest integrated reporting excellence awards in South Africa, publications, blogs, webcasts of
our annual conferences, and academic research papers.
If you would like to receive our technical releases, event invitations and other communications, you can join
the IRC Network by clicking on the menu button on the homepage of our website.
We hope you find this Paper useful and welcome your comments and suggestions, addressed
to admin@integratedreportingsa.org

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ABOUT THE IRC OF The IRC is a voluntary association, not for gain, in South Africa
SOUTH AFRICA founded in May 2010. The IRC’s role as a national body is to
provide direction on matters relating to integrated reporting and
integrated thinking in South Africa through technical information
and guidance, conferences and other activities.
The IRC’s Board as at December 2021 comprises Professor Mervyn King (Chair), Professor Suresh Kana
(Deputy Chair), Leigh Roberts (Chief Executive Officer), Graeme Brookes (JSE Ltd), Loshni Naidoo (South
African Institute of Chartered Accountants), Parmi Natesan (Institute of Directors in South Africa),
Sunette Mulder (Association for Savings and Investment South Africa), Jayne Mammatt
(PricewaterhouseCoopers Inc.) and Russell Loubser (IRC honorary member).
The IRC CEO is Leigh Roberts and the Head of the IRC Secretariat is Lyn Bunce, with Elrida Oberholzer the
Secretariat of the IRC Working Group. The IRC of South Africa relies on a team of people who volunteer
their services: Bronwyn Forsyth (social media), Darren Gorton (IT), Julie Dixon (website), Graham Terry
(membership development), Sheralee Morland (IR Practitioners Forum) and Yvette Lange (academic research
initiatives).
The IRC’s membership comprises organization members (professional and industry bodies), corporate
members (large and small and medium-sized enterprises (SMEs)) and honorary members. The founding
organization members are the Association for Savings and Investment South Africa, Institute of Directors in
South Africa, JSE Ltd and the South African Institute of Chartered Accountants.
Our other organization members are ACCA South Africa, Auditor-General of South Africa, Banking
Association South Africa, Chartered Governance Institute of Southern Africa, Council of Retirement Funds for
South Africa (Batseta), Institute of Internal Auditors of South Africa, The Institute of Risk Management South
Africa, Financial Sector Conduct Authority, Chartered Institute of Management Accountants South Africa,
South African Institute of Professional Accountants, University of Johannesburg: Department of Accountancy
and the University of the Witwatersrand - School of Accountancy.
Our 2021/22 corporate members are African Bank Ltd, AfroCentric Investment Corporation Ltd,
Bastion Graphics (Pty) Ltd, BDO South Africa Services (Pty) Ltd, Deloitte South Africa, Discovery Ltd,
Ernst & Young (EY), Eskom Holdings SOC Ltd, Government Employees Medical Scheme (GEMS),
Imperial Logistics Ltd, Ince (Pty) Ltd, Industrial Development Corporation of South Africa Ltd (IDC),
KPMG South Africa, Legal Practitioners Insurance Indemnity Fund NPC (LPIIF), Liberty Holdings Ltd,
Liberty Two Degrees Ltd, Nampak Products Ltd, Nedbank Ltd, Northam Platinum Ltd,
PricewaterhouseCoopers South African Firm, Redefine Properties Ltd, Royal Bafokeng Platinum Ltd,
Sasfin Holdings Ltd, Super Group Ltd and SNG Grant Thornton Inc. Our 2021/22 SME members are
Alchemy Creative Studios (Pty) Ltd, Big Ticket Items (Pty) Ltd, HKLM Exchange (Pty) Ltd,
O’Hearne Ferreira (Pty) Ltd, R&A Strategic Communications (Pty) Ltd and Trialogue (Pty) Ltd.
Our honorary members are Professor Mervyn King, Dr Gavin Andersson, Garth Coppin, Hester Hickey,
Karin Ireton, Professor Suresh Kana, Corli le Roux, Russell Loubser, Ansie Ramalho, Leigh Roberts,
Dirk Strydom, Graham Terry and Sandy van Esch.
The IRC of South Africa gratefully thanks its members for their continued support and
commitment to integrated reporting. For membership enquiries, please contact Leigh Roberts at
leigh@integratedreportingsa.org

www.integratedreportingsa.org @ircofsa

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 IRC OF
SOUTH AFRICA
MEMBERS

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www.integratedreportingsa.org