No. 4/2018 PUBLIC (d) Ewrrrms CoRPORATE GovERl"ANCE Cap. 10:31 be responsible, through its audit committee, for reviewing the infonnation to be published in the integrated report. 317. The integrated report should(a) focus on strategic info.rmation about the company; (b) comment on financial and non-financial infom1ation; (c) as much as possible adopt a futuristic orientation; (d) address the needs of stakeholders both within and outside the organisation; (e) be concise and contain reliable and material corporate information; (f) include sustainable development and environmental impact assessments and responses by the reporting entity. Recommendations 318. The integrated report should(a) be prepared every year and contain adequate information about the company's operations, sustainability issues pertinent to its business, its financial results and the results of its operations and cash flow projections; (b) be focused on substance rather than fom1 and disclose information that is complete, timely, relevant, accurate, honest, accessible and comparable \vith the past perfonnance of the company; {c) contain forward looking information; (d) describe how the comp..1ny has made its money by reporting on the positive and negative impact its operations have had on its stakeholders; (e) highlight the company's plans to improve the positives and eradicate the negatives so as to enable stakeholders to make an informed assessment of the economic value and sa'ltainability of the company; (f) coverall areas of the company's petfonnance, reflecting the choices made and the strategic decisions adopted by the Board. including repmting on economic, social and environmental issues atTecting the company; (g) comply with the third generation global repmting initiative guidelines of 2007 (G3 Guidelines) as amended from time to time, provided such compliance takes into account the company's specific practical and strategic needs, relevant areas of operation and stakeholders' concems; (h) demonstrate the linkages between the organisation's strategy, govemance and financial perfomk"lnce and the social, envirotm1ental and economic context within which it operates as well as the organisation's ability to create and sustain value in the present and in the future; (i) give insight into the organisation's strategic o~jectives, and how those objectives relate to its ability to create and sustain value over time and the resources and relationships on which the organisation depends; (j) provide a basis for addressing the range of issues and opportunities affecting he long-tenn business value by re-focussing reporting around the organisation's business model and opemtional piiorities so as to reflect the ctitical opportunities and challenges that affect the business; (k) show the connections between the different components of the organisation's business model, external factors that atlect the organisation, and the various resources and relation.'>hips on which the organisation and its performance depend; (l) include management's expectations about the future and other information to help users of the report to understand and assess the organisation's prospects and any uncertainties it may be facing; 150