In 2011, Aegon embraced incorporated coverage - a corporate reporting approach that sought to present business operation in a holistic light by contemplating medium- to long term problems, stakeholder opinions, as well as the relationship between relevantfinancial as well as non-financial information. By the year 2013, Aegon had diminished the page count of its own annual corporate reporting records, helped stakeholders develop a more thoroughgoing comprehension of its strategy, and begun the transition from truly being a product producer to a customer-centric business. However, the integrated report of the company's was different from its regulatory filing.
Could Aegon gain from publishing its report that is incorporated as the official regulatory document? How could Aegon create a more interactive, real-time integrated reporting site which was connected to the core of their strategy? How should Aegon Asset Management include the integration of EGS factors in involvement and its investment procedures with portfolio companies? What should the next step be?
PUBLICATION DATE: October 07, 2014 PRODUCT #: 315011-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Moving the World Forward: The Quest for a New Equilibrium
Is Revenue Sharing Right for Your Supply Chain?
How to Become a Better Leader
Westpac: Offshore Banking in the Cook Islands
Note on Valuation-Compensation Tradeoff in Professional Service Firm Acquisitions
Teleswitch (A)
Diamond in the Rough (A)
Jeanne Lewis at Staples, Inc. (A)
Negotiating Peace Accords in Bellicoso for the Head of the Opposition Political Party (OPP): General Instructions and Confidential Information
Acquiring Intellect: Managing the Integration of Knowledge-Intensive Acquisitions
