Company uses the resources in the value creation process and adapts them in line with its strategies and business model.The Group has six strategic capitals which combine to enable its prime objective of creating value over time to be achieved.The Company allocates, modifies and makes use of the different types of capital at its disposal to achieve these goals.
In order to create a shared future for our clients, our people and our stakeholders, our strategy is consistent with integrated thinking, which we continue to deepen as we implement our strategy within the group. As part of this work, we have developed a formal approach that aligns our allocation of capital resources to our strategy. The decision making framework at the center of this approach, which is outlined alongside, guides us to efficiently deploy the resources and effectively direct the relationships required to create shared value.
The capital reports we depend on are outlined below, both in terms of the inputs to our activities and our strategy, and theoutcomes that we aspire to in fulfilling the expectations of our stakeholders.
The triple bottom line has been mainly influential in corporate reporting practices. For a long time, triple bottom line and sustainability have been the ideal terms to refer to the nonfinancial reporting practices of large organizations as well as small. More recently, the Six Capitals model, proposed as part of a framework for integrated reporting by the International Integrated Reporting Council (IIRC), 6 has gained popularity. This framework can be viewed as a more reliable version of the triple bottom line. The six capitals are financial, manufactured, intellectual, human, social and relationship, and natural capitals