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	<title>Addison</title>
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		<title>Addison creates identity for the new National Equality Standard</title>
		<link>http://www.addison.co.uk/news/national-equality-standard-launches-at-british-museum</link>
		<comments>http://www.addison.co.uk/news/national-equality-standard-launches-at-british-museum#comments</comments>
		<pubDate>Thu, 23 May 2013 16:32:12 +0000</pubDate>
		<dc:creator>Georgina</dc:creator>
				<category><![CDATA[News]]></category>
		<category><![CDATA[branding]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=3185</guid>
		<description><![CDATA[<p><p>Addison is proud to announce that it created the visual identity for the National Equality Standard, which was given a flagship launch at The British Museum on the evening of 22 May 2013.</p>
<p>The National Equality Standard is a ground-breaking initiative developed for business, by business, which sets clear equality, diversity and inclusion (EDI) criteria against which companies will be assessed.</p></p><p>The post <a href="http://www.addison.co.uk/news/national-equality-standard-launches-at-british-museum">Addison creates identity for the new National Equality Standard</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p>Addison is proud to announce that it created the visual identity for the National Equality Standard, which was given a flagship launch at The British Museum on the evening of 22 May 2013.</p>
<p>The National Equality Standard is a ground-breaking initiative developed for business, by business, which sets clear equality, diversity and inclusion (EDI) criteria against which companies will be assessed.</p>
<p>Until now, there has been no industry recognised national standard for EDI in the UK, leading to a lack of clarity and inconsistency in the approach from industry. The National Equality Standard (NES) is a business led initiative designed to address this gap.</p>
<p>NES has been developed and sponsored by Ernst &amp; Young in partnership with several UK and global companies: BHP Billiton, Bright Ideas Trust, BT Group, Cisco, EDF Energy, Green Park, Lawn Tennis Association, Microsoft UK, MSD, National Grid, Nestlé, Pearn Kandola, Pearson, Sainsbury&#8217;s, The Royal Bank of Scotland, Vodafone and WPP. It is supported by the Equality &amp; Human Rights Commission and the CBI. The collective ambition is that NES will become the accepted standard for diversity and inclusiveness for business across the UK.</p>
<p>The new National Equality Standard identity has been designed to the concept of &#8216;signing up&#8217; to equality in the workplace – an action-orientated campaign that embraced diversity and inclusivity. The identity is a simple but powerful symbol that acts as both a campaigning device for companies starting the process of accreditation, and a stamp of approval for those businesses who have achieved the standard.</p>
<p>The post <a href="http://www.addison.co.uk/news/national-equality-standard-launches-at-british-museum">Addison creates identity for the new National Equality Standard</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>National Centre for Universities and Business launch</title>
		<link>http://www.addison.co.uk/news/national-centre-for-universities-and-business-launch</link>
		<comments>http://www.addison.co.uk/news/national-centre-for-universities-and-business-launch#comments</comments>
		<pubDate>Wed, 10 Apr 2013 14:14:53 +0000</pubDate>
		<dc:creator>Georgina</dc:creator>
				<category><![CDATA[News]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=3165</guid>
		<description><![CDATA[<p><p>We have created an identity which both appeals to and represents the diverse group of individuals and organisations committed to the initiative.</p></p><p>The post <a href="http://www.addison.co.uk/news/national-centre-for-universities-and-business-launch">National Centre for Universities and Business launch</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p>The Council for Industry and Higher Education (CIHE) announced plans to launch a new National Centre for Universities and Business (NCUB) yesterday. The centre will focus on strengthening the strategic partnership between universities and business to drive economic growth and develop an action-oriented approach to collaboration and change.</p>
<p>Addison were asked to develop an identity which both represents and appeals to the diverse membership of individuals and organisations committed to the initiative. It also needed to characterise collaboration and authority, as NCUB is the primary organisation that brings together universities and business in the UK. The logo symbolises &#8216;close collaboration&#8217;, with abstracted NCUB letter forms coming together to create a strong, dynamic symbol. Where the colours all overlap, this represents the centre – the hub where it all happens.</p>
<p>Here’s what David Docherty, Chief Executive of CIHE, said:<br />“We gave Addison a tough brief, to create something authoritative to represent our serious ambitions, but accessible to reach out to non-specialist audiences. They came up with an identity that fit our brand values perfectly.”</p>
<p>Please see the <a title="National Centre for Universities and Business" href="http://www.ncub.co.uk/" target="_blank">NCUB</a> website for more information.</p>
<p>The post <a href="http://www.addison.co.uk/news/national-centre-for-universities-and-business-launch">National Centre for Universities and Business launch</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>Premier League launches Creating Chances 2012 report</title>
		<link>http://www.addison.co.uk/news/creating-chances</link>
		<comments>http://www.addison.co.uk/news/creating-chances#comments</comments>
		<pubDate>Fri, 22 Mar 2013 17:35:13 +0000</pubDate>
		<dc:creator>Georgina</dc:creator>
				<category><![CDATA[News]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=3123</guid>
		<description><![CDATA[<p><p>Addison has worked with the Premier League to design and produce the new Creating Chances report, which celebrates their commitment to investing in and engaging with communities.</p></p><p>The post <a href="http://www.addison.co.uk/news/creating-chances">Premier League launches Creating Chances 2012 report</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p>The Premier League has committed to continuing its huge investment into social responsibility and empowering clubs to be at the heart of local provision for community development – using the power of football to positively change lives.</p>
<p>The Creating Chances Report, designed and produced by Addison, celebrates this work and gives it a platform to shine. Readership is a wide variety of stakeholders from an engaged general public to policy makers and corporate partners.</p>
<p>This year, the Premier League also launched an app which provides readers with a quick but comprehensive overview of initiatives and partnerships. Each month has top line statistics, photo slideshows, endorsements from famous names and videos, which highlight the work that helped 541,750 individuals in 2012.</p>
<p>Check out the full report, quick read and iPad version <a href="http://www.premierleague.com/en-gb/news/features/creating-chances-report-2012-download.html" target="_blank">here</a>.</p>
<p>&nbsp;</p>
<p>The post <a href="http://www.addison.co.uk/news/creating-chances">Premier League launches Creating Chances 2012 report</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>Where are the e-book reports?</title>
		<link>http://www.addison.co.uk/the-round-table/where-are-the-e-book-reports</link>
		<comments>http://www.addison.co.uk/the-round-table/where-are-the-e-book-reports#comments</comments>
		<pubDate>Wed, 06 Mar 2013 09:36:49 +0000</pubDate>
		<dc:creator>GrenvilleHamlyn</dc:creator>
				<category><![CDATA[The Round Table]]></category>
		<category><![CDATA[Digital publishing]]></category>
		<category><![CDATA[ebooks]]></category>
		<category><![CDATA[Reporting]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=3060</guid>
		<description><![CDATA[<p><p>Since the dawn of the internet age, we have published company reports as a printed document and as a website – but, as we enter a ‘post-PC’ mobile connected era, we find ourselves both excited and frustrated by the promise of ‘digital publishing’.</p>
</p><p>The post <a href="http://www.addison.co.uk/the-round-table/where-are-the-e-book-reports">Where are the e-book reports?</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p><!--</p>
<p><img class="alignnone size-full wp-image-3071" title="ebook illustration" src="http://www.addison.co.uk/wp-content/uploads/2013/02/illustration.png" alt="Where are the e-book reports" width="525" height="228" /></p>
<p>&#8211;></p>
<p>Since the dawn of the internet age, we have published company reports as both a printed document and as a website – and as we enter a ‘post-PC’ mobile connected era, we find ourselves both excited and frustrated by the promise of ‘digital publishing’.</p>
<p>There seems to be a suitable platform for novels, magazines, newspapers – even comics. But what about dense, content-rich, publications such as company reports? </p>
<p>I&#8217;d like to take a whistle-stop tour of the current digital formats, and look ahead to an emerging standard, which might just be just be the very thing we&#8217;re looking for.</p>
<h3><strong>Today’s ebook </strong></h3>
<p>Supported by the epub2 standard (and other similar proprietary formats), with a growing ecosystem of Kindles, Nooks, smart phones, PCs and tablet software. eBooks and their associated ecosystems have thoroughly disrupted the traditional book publishing and retail industry.</p>
<p>epub2 is a reasonable format for novels and other kinds of long-form reading. However, it’s a poor contender for rich content publications, such as reference books and company reports.</p>
<p>The format does not support many structural elements and content types that are essential for our kind of publications; such as rich table layouts, subscript/superscript type, sidebars, margin notes, footnotes, images with captions, heading levels – the list goes on.</p>
<p>This is a shame, as there is much to commend a purely structural, semantic approach to content.</p>
<h3><strong>The digital publication ‘app’ </strong></h3>
<p>The magazine industry has wholeheartedly adopted this format for digital incarnations of it’s newsstand publications. They are able to maintain rich page layouts while enhancing their digital edition with interactive features such as video and slideshows.</p>
<p>We have successfully published several engaging publications for our clients using this format. However, within the context of a company report, the publication app presents several challenges.</p>
<p>Unlike the ebook format, these publications are not device agnostic. Each publication, is to some extent or other, intrinsically bound to the device and operating system on which it is intended to be read. </p>
<p>Thus attempting anything close to ubiquity requires authoring content in multiple editions to encompass an ever increasing number of devices and platforms. These all then require publication through jealously guarded distribution channels that put a low value on a fixed publication date.</p>
<h3><strong>Web publications</strong></h3>
<p>For several years now, the digital publication format that offers universal access combined with the layout and content support we require, is a website built using standards; HTML5, CSS3 and Javascript.</p>
<p>Websites are accessible by all devices, are non proprietary in nature, offer rich content support and have a rigorous structural and semantic underpinning. </p>
<p>At a page level, the only shortcomings seem to be that the content requires a persistent connection and is not ‘paged’ (scrolling is the reading metaphor of the web). But at a publication level a website has a sense of being unbound, with web navigation tropes grafted on to stitch sections together.</p>
<p>Agencies like ourselves create wonderful websites for reporting content, but the web is a medium that is arguably intrinsically suited to random-access, dynamic content. Here at Addison, we wonder when the &#8216;other shoe will drop&#8217;, and we can support the printed report and website with a distributable packaged format that feels native to the digital reader.</p>
<h3><strong>The return of the ebook</strong></h3>
<p>Based on the very web standards technologies mentioned previously, epub3 is a recently ratified standard that promises all the content, layout and interactive opportunities provided through the web browser, but in a distributable package that enables device and software features such as standard reader navigation, tagging and bookmarking.</p>
<p>However, right now, publishers like ourselves that want to take advantage of this new opportunity find ourselves in a ‘chicken and egg’ situation with device manufacturers, ecosystem gatekeepers and distribution platforms not yet fully supporting the new platform. </p>
<p>It’s early days we know, but there is also currently a dearth of robust development software for us to integrate into our workflow – early adoption is always a challenge.</p>
<p>There have however recently been a few notable movements towards the formats adoption: Apple’s iBooks 3 software is now supporting epub3, there are a few browser-based readers, and some production software lists the formats support amongst a list of upcoming features. There are even one or two niche publishers that have experimentally provided content in the new format.</p>
<p>We are excited by the future opportunities that epub3 represents, and we are keeping a very, very close eye on things.</p>
<p>  </p>
<p>The post <a href="http://www.addison.co.uk/the-round-table/where-are-the-e-book-reports">Where are the e-book reports?</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>A reality check for employee engagement</title>
		<link>http://www.addison.co.uk/the-round-table/a-reality-check-for-employee-engagement</link>
		<comments>http://www.addison.co.uk/the-round-table/a-reality-check-for-employee-engagement#comments</comments>
		<pubDate>Fri, 01 Mar 2013 14:04:01 +0000</pubDate>
		<dc:creator>James Brock</dc:creator>
				<category><![CDATA[The Round Table]]></category>
		<category><![CDATA[Corporate communications]]></category>
		<category><![CDATA[Employee communications]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=3083</guid>
		<description><![CDATA[<p><p>Employee engagement has been an area of increased focus for companies in recent years, borne out of a better understanding of the impact of employee attitudes and behaviours on an organisation’s external reputation.</p></p><p>The post <a href="http://www.addison.co.uk/the-round-table/a-reality-check-for-employee-engagement">A reality check for employee engagement</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p>Employee engagement has been an area of increased focus for companies in recent years, borne out of a better understanding of the impact of employee attitudes and behaviours on an organisation’s external reputation.</p>
<p>But what should companies be engaging their employees with?</p>
<p>So far, the answers have largely come from human resources, and from brand. For some time now, the strategic imperative for HR has been the perception that companies need to compete successfully in the ‘war for talent’. The ‘war for talent’ mindset sees employers waged in a constant battle to attract the best candidates, in the face of fierce competition from a broad set of peers<sup>1</sup>. As a result, HR recruitment communications focuses heavily on ‘upselling’ the company, looking for ways to differentiate the appeal of the business and leading to a heavy emphasis being placed on the softer aspects of the company, such as culture and values.</p>
<p>Enter the branding consultancies. Creating an aspirational, differentiated brand positioning is their bread and butter, so unsurprisingly the principal vehicle that has been developed to support effective employee engagement has been the ‘Employer Brand’, or the ‘Employee Value Proposition’ (terms which are often used interchangeably.)</p>
<p>This is all fine – there’s plenty of research to show that recruits use perceptions of values and culture to make important decisions about prospective employers – but it’s only fine up to a point. There’s a key piece of the jigsaw that, if not missing, is often dangerously under-emphasised. That missing bit is strategy.</p>
<p>The omission (or under-representation) of strategy in engagement communications is easy to understand. Communicating strategy in a way that is engaging can often be a challenge, particularly as it doesn’t provide any kind of meaningful answer to the eternal recruit/employee question, ‘what’s in this for me?’ But strategy is important precisely because it deals with the fundamentals that drive corporate performance: what the company’s long-term objectives are; what strategies it intends to employ in meeting those objectives; and the particular measures that it uses (and publishes externally) to demonstrate progress towards its goals.</p>
<p>Communication of strategy matters because ultimately, this is how the senior executives – and shareholders &#8211; view, measure and judge company performance. As a consequence, the kinds of big decisions that can really affect employees’ lives and careers – such restructures, closures, divestments or acquisitions &#8211; are made on the basis of management’s view on strategic progress, not on their view of the strength of the employer brand. A failure to clearly explain strategy to recruits and employees leads to an incomplete view of the business, in turn making employees far less prepared for the kinds of events that can have a real impact on them. To borrow a term from the psychologists, the cognitive dissonance that arises when the reality of an individual’s working conditions diverges significantly from the image they have been sold, can lead not just to confusion, but also to cynicism and outright hostility.</p>
<p>Where things have become more interesting recently is that, increasingly, strategic communication isn’t just about the numbers. Companies are starting to integrate the important elements of <span style="color: #ffffff; font-family: Arial, Helvetica, sans-serif; font-size: 14px;">non-financial performance into their strategies too. Concepts such as sustainability, citizenship and stewardship are seen as essential components of good governance and management, and important contributing factors both to a company’s social standing and its market competitiveness. Businesses are gaining the confidence to publish, and be judged on, their performance against these criteria (albeit with a certain amount of external encouragement.) This is helping to give corporate ethics and values a more central role in strategy, and providing more common ground with the kinds of softer elements more typically seen in employee engagement communications.</span></p>
<p>So now more than ever, companies minded to run employee engagement programmes can benefit from looking beyond the aspirational but often rather vague language of brand, and integrating a larger element of corporate strategy into their communications.</p>
<p>At the very least, communications to both prospects and employees will become more rounded and – arguably – more honest. People make career decisions using both reason and emotion, and a well-articulated strategy is a generally reliable indicator of a well-run company, something that can be just as influential as a positive brand positioning.</p>
<p>A more rounded approach to engagement communications would also serve to create a closer fit between the perceptions of the business that management has, and those that develop in the minds of employees. Not only does this reduce the risk inherent in a misalignment between the views of these two groups, but it also enhances the potential for employees to become true advocates of strategy, as well as brand.</p>
<p>What’s more, given that strategy is one of the central themes in external corporate communications, making it more prominent in HR and employee engagement programmes should also result in a better alignment between external and internal communications. This is now something of heightened importance in our connected age, where both prospective and current employees are far more aware of how companies talk to other stakeholders, and what they say to them, than before. Indeed, given the logic of communicating to both internal and external audiences in as aligned a manner as possible, isn’t it rather strange that the concept of an ‘employer’ brand – seen almost as separate entity from the corporate brand itself – should even be thought of as necessary?</p>
<p>In the end then, employee engagement does come down to hearts – but it comes down to minds as well. Studies that have looked to profile employee types within organisations talk about the potential danger companies face from ‘loose cannons’ – that portion of the workforce that is full of enthusiasm and commitment but unfortunately possesses little understanding of what the organisation’s priorities are. Selling a message of aspiration and fulfilment is hugely important, but internal communication also needs to remain firmly grounded in business reality. The most effective employee engagement programmes will pay just as much attention to direction, as inspiration.</p>
<p>&nbsp;</p>
<p><span style="font-size: small;"><sup>1</sup>Read Malcolm Gladwell’s 2002 article for the New Yorker – ‘The Talent Myth’ &#8211; for a scathing expose of some of the fallacies that underpin the ‘War for Talent’</span></p>
<p><span style="font-size: small;"><sup>2</sup>Interestingly, <em>Managing Business Ethics</em> (Trevino, Nelson, 2011) takes a similar approach to employee profiling, in this instance from the standpoint of corporate behaviour</span></p>
<p>The post <a href="http://www.addison.co.uk/the-round-table/a-reality-check-for-employee-engagement">A reality check for employee engagement</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>Being responsible about responsive</title>
		<link>http://www.addison.co.uk/the-round-table/being-responsible-about-responsive</link>
		<comments>http://www.addison.co.uk/the-round-table/being-responsible-about-responsive#comments</comments>
		<pubDate>Tue, 05 Feb 2013 16:59:31 +0000</pubDate>
		<dc:creator>GrenvilleHamlyn</dc:creator>
				<category><![CDATA[The Round Table]]></category>
		<category><![CDATA[Digital]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=3024</guid>
		<description><![CDATA[<p><p>We love the responsive design approach, and we would recommend that clients consider it as part of their mobile strategy. However to do this properly, we have to ensure that there has been a deep understanding of what the decision ‘to go responsive’ entails.</p></p><p>The post <a href="http://www.addison.co.uk/the-round-table/being-responsible-about-responsive">Being responsible about responsive</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p>The field of web design seems to attract more than its fair share of absolutist opinions. And, over the past couple of years the digerati echo chamber has been awash with phrases like; ‘if your website isn’t responsive, then it’s a fail’.</p>
<p>As with other examples of received wisdom in this area, these well intentioned, highly vocalized sentiments have now come full circle to become fixtures in a general accretion of bullet-point requirements for a typical website project.</p>
<p>We love the responsive design approach, and we would recommend that clients consider it as part of their mobile strategy. However to do this properly, we have to ensure that there has been a deep understanding of what the decision ‘to go responsive’ entails. Once taken, this decision will fundamentally inform and underpin every other design and content decision – to misquote Yoda; ‘Once you start down this path, forever will it shape your destiny’<sup>2</sup>.</p>
<h4>There is no such &#8216;thing&#8217; as responsive design</h4>
<p>Bear in mind that ‘responsive design’ is a catch-all term, it was recently coined<sup>3</sup> to combine several design and layout techniques (some of which are as old as the web itself) together with a couple of new features made available by the widespread adoption of the newest flavours of CSS and HTML.</p>
<p>Together, these ‘responsive’ approaches create a framework to provide an optimised presentation of web pages on varying screen sizes and formats – an issue that has been exacerbated by the rise in use of internet connected mobile devices for browsing.</p>
<p>Under the banner of ‘responsive design’ a practitioner will be aware that there are all sorts of ways to deal with the screen-size issue; progressive enhancement, dynamic server side styles and fluid grids. And, once we open that particular can of worms we will also be required to address touch interface requirements and the appropriateness of content types in a mobile use context.</p>
<h4>Putting the cart back behind the horse</h4>
<p>In short, as with other catch-all terms ‘responsive design’ sounds like a single thing, but in fact it encompasses an array of considerations with a matching range of potential solutions and approaches<sup>4</sup>.</p>
<p>So, introducing a responsive requirement to a digital project should not be considered simply as an ‘add on’, but instead as an underlying philosophy that needs full consideration. And, once a suitable approach has been agreed it will require a full commitment from all stakeholders involved in the project.</p>
<p>When we talk around these issues with our clients, we prefer to start with the issue at hand (mobile users and multiple screen sizes) and discuss their ‘strategy for mobile’. From this position we can plan forwards to create an appropriate solution to fit their specific needs. This, we believe, is the responsible approach. And, although we may ultimately end up recommending some kind of responsive design, it ensures that the requirements and impacts of the solution have been considered and fully understood.</p>
<p>&nbsp;</p>
<p><span style="font-size: small;"><sup>1</sup><span style="color: #ffffff;"> Dubious examples of received wisdom: ‘People only read short form content’, ‘Everything should be above the fold’ etc.</span></span></p>
<p><span style="font-size: small; color: #ffffff;"><sup>2</sup> Yoda actually proclaimed: ‘Once you start down the dark path, forever will it dominate your destiny.’</span></p>
<p><span style="font-size: small; color: #ffffff;"><sup>3</sup> Ethan Marcotte coined the term &#8216;Responsive&#8217; in his article in &#8216;A List Apart&#8217; in 2011.</span></p>
<p><span style="font-size: small; color: #ffffff;"><sup>4</sup> For example, terms like ‘High Definition’ – what your grandma understands by HD is not the same as what your nerdy AV guru brother knows about 720p.</span></p>
<p>&nbsp;</p>
<p>The post <a href="http://www.addison.co.uk/the-round-table/being-responsible-about-responsive">Being responsible about responsive</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>Does one size really fit all?</title>
		<link>http://www.addison.co.uk/the-round-table/does-one-size-really-fit-all</link>
		<comments>http://www.addison.co.uk/the-round-table/does-one-size-really-fit-all#comments</comments>
		<pubDate>Fri, 25 Jan 2013 10:09:03 +0000</pubDate>
		<dc:creator>James Brock</dc:creator>
				<category><![CDATA[The Round Table]]></category>
		<category><![CDATA[Digital]]></category>
		<category><![CDATA[Social media]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=3001</guid>
		<description><![CDATA[<p><p>One of the most commonly held beliefs about writing for the web asserts that people read text differently online compared to print. Is this a lazy generalisation?</p></p><p>The post <a href="http://www.addison.co.uk/the-round-table/does-one-size-really-fit-all">Does one size really fit all?</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p>One of the most commonly held beliefs about writing for the web asserts that people read text differently online compared to print.</p>
<p>In this view, content has to be drafted – or adapted – to a series of very different narrative conventions in order to work online. Users don’t read, they scan, so you have to grab what little attention they have: cut out 50% of your words, only have one big idea per paragraph, write short sentences or bullet points where possible and pick out key words in bold.</p>
<p>Of course, there is a lot of truth in this, but is it also in danger of becoming a bit of a lazy generalisation?</p>
<p>The obvious problem with this one-size-fits-all approach is that it ignores demographics. The web caters for many audiences with many different needs and appetites. Is it really credible that when we go online, we all end up reading in the same way?</p>
<p>This is not to question the basic logic of this content-lite approach, certainly where social media is concerned: Twitter is many things, but it’s certainly not suitable for big words and long sentences. It makes good sense in other contexts too, like shopping, or porn (so if you are one of those people who only scans articles, this is probably where you’ve stopped…)</p>
<p>But complex thoughts require complex language to express them, whatever your medium. Anybody who reads newspapers or magazines in print and online will recognise that although there is plenty of welcome innovation in the way in which features and articles are promoted online, you actually end up reading exactly the same content, with the points and arguments developed just as they are in print.</p>
<p>Given the speed with which ‘serious’ publications have embraced digital publishing, then it seems safe to assume there’s a sizeable web demographic that’s happy with this approach. Maybe the accelerated growth of e-readers provides another form of evidence that our current assumptions about presenting content digitally need to develop further. After all, even the Kindle version of <em>Fifty Shades of Grey</em> hasn’t yet adopted the picture / bullet point / key-word-picked-out-in-bold approach.  Now there’s a thought.</p>
<p>So perhaps it’s time we moved our understanding of this issue on a bit. It’s true that most digital developments are currently being driven by the ‘I prefer pictures to words’ demographic, but then the web is still a very juvenile medium. It should still strive to be an inclusive one though. There are plenty of users who are more interested in sense than sensation, so let’s not forget to cater for their needs.</p>
<p>The post <a href="http://www.addison.co.uk/the-round-table/does-one-size-really-fit-all">Does one size really fit all?</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>Integrated reporting: not just a game of words</title>
		<link>http://www.addison.co.uk/the-round-table/integrated-reporting-not-just-a-game-of-words</link>
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		<pubDate>Thu, 10 Jan 2013 20:23:18 +0000</pubDate>
		<dc:creator>Georgina</dc:creator>
				<category><![CDATA[The Round Table]]></category>
		<category><![CDATA[Corporate reporting]]></category>
		<category><![CDATA[Integrated reporting]]></category>
		<category><![CDATA[Sustainability communications]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=2950</guid>
		<description><![CDATA[<p><p>Over the last few years we have seen significant progress towards the development of a model for integrated reporting. However, there remains a fundamental lack of consensus as to what an integrated report is. Does this lack of consensus really matter?</p></p><p>The post <a href="http://www.addison.co.uk/the-round-table/integrated-reporting-not-just-a-game-of-words">Integrated reporting: not just a game of words</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<h4> </h4>
<h4><strong>Differences of opinion</strong></h4>
<p>Over the last few years we have seen significant progress towards the development of a model for integrated reporting. The positions of a range of diverse institutions, companies and interest groups has become more aligned. More businesses are producing integrated reports, or are committing to doing so.</p>
<p>However, there remains a fundamental lack of consensus as to what an integrated report is. A variety of opinions and definitions are used, even by the International Integrated Reporting Committee, which despite being a leading proponent of integrated reporting also styles itself a ‘broad church’ housing fundamentally differing points of view.</p>
<p>Does this lack of consensus really matter? Aren’t we all heading in the same direction anyway? Well yes it does, because no, we’re not.</p>
<h4><strong>Change is best driven from within</strong></h4>
<p>Arguably, corporate attitudes are improving, with a growing number of companies embracing the concept of a broader definition of success over a longer time frame. This view of sustainability accepts that there are significant benefits to be gained from managing the business more effectively for the long-term.</p>
<p>This shift in approach also affects how companies report. They are better able to articulate how their strategies, measure of success and governance have evolved. They are able to produce integrated reports because they have become integrated.</p>
<p>This organic, market driven view of sustainable value creation has its adherents, but it is not the only view.</p>
<h4><strong>The system is broken, and we need to fix it</strong></h4>
<p>An alternative view is that the only way to get companies to change is to impose regulations that alter their behaviour. We need to establish a reporting system that reflects the society’s expectations and which has performance criteria that account for the interdependent interests of all stakeholders.</p>
<p>To fully understand its performance, a company should be judged by its ability to create and sustain value across a wider range of capital, other than just financial.</p>
<p>Comparability will also be key, as it will enable audiences to more accurately judge one company against another, and independent assurance will give them confidence in the robustness of the data.</p>
<p>It is these performance criteria, externally generated and independently assured that will form the basis of a new generation of report – the integrated report.</p>
<h4><strong>Integrating the integrators</strong></h4>
<p>One practical problem is that these opposing viewpoints are making it much harder to agree on a sensible future shape for corporate reporting.</p>
<p>Those with a regulatory mind set continue to view the output of the reporting process as a single, usually printed, report. But is this still the best solution? A diverse range of audiences are now interested in corporate strategy and performance and want to access corporate information in a way that is convenient to them. That does not necessarily mean lumped into a single printed document.</p>
<p>The single report approach also ignores the potential of the web to create real change in the way that companies report, by allowing for the development of a multichannel, digitally led approach. Companies are already becoming much more sophisticated in their use of channels such as social media to engage with audiences and advance collective thinking.</p>
<p>Regardless of this uncertainty, more and more companies appear willing to commit to the concept of integrated reporting despite the potentially profound consequences it might have for their business. The time seems right to acknowledge the problems that these different viewpoints pose, and begin the job of defining a common direction. Perhaps it’s time for all concerned to do a little integration themselves.</p>
<p>The post <a href="http://www.addison.co.uk/the-round-table/integrated-reporting-not-just-a-game-of-words">Integrated reporting: not just a game of words</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>Season’s greetings from Addison</title>
		<link>http://www.addison.co.uk/the-round-table/seasons-greetings-from-addison</link>
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		<pubDate>Fri, 14 Dec 2012 12:12:35 +0000</pubDate>
		<dc:creator>administrator</dc:creator>
				<category><![CDATA[The Round Table]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=2973</guid>
		<description><![CDATA[<p><p>For every picture created for our Christmas card this year we have made a donation to Guy’s &#38; St Thomas’ Charity.</p></p><p>The post <a href="http://www.addison.co.uk/the-round-table/seasons-greetings-from-addison">Season’s greetings from Addison</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p><strong>For every picture created for our Christmas card this year we have made a donation to Guy<strong>’</strong>s &amp; St Thomas’ Charity.</strong></p>
<p>The post <a href="http://www.addison.co.uk/the-round-table/seasons-greetings-from-addison">Season’s greetings from Addison</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></content:encoded>
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		<title>The missing link: materiality and integrated reporting</title>
		<link>http://www.addison.co.uk/the-round-table/the-missing-link-materiality-and-integrated-reporting</link>
		<comments>http://www.addison.co.uk/the-round-table/the-missing-link-materiality-and-integrated-reporting#comments</comments>
		<pubDate>Wed, 12 Dec 2012 14:28:57 +0000</pubDate>
		<dc:creator>Georgina</dc:creator>
				<category><![CDATA[The Round Table]]></category>
		<category><![CDATA[Corporate reporting]]></category>
		<category><![CDATA[Integrated reporting]]></category>
		<category><![CDATA[Sustainability communications]]></category>

		<guid isPermaLink="false">http://www.addison.co.uk/?p=2938</guid>
		<description><![CDATA[<p><p>The elusive concept of ‘materiality’ presents some interesting challenges for the evolution of integrated reporting.</p></p><p>The post <a href="http://www.addison.co.uk/the-round-table/the-missing-link-materiality-and-integrated-reporting">The missing link: materiality and integrated reporting</a> appeared first on <a href="http://www.addison.co.uk">Addison</a>.</p>]]></description>
			<content:encoded><![CDATA[<p>The growing influence of the integrated reporting concept is causing many organisations to consider how they can adapt or evolve non-financial information so that it becomes suitable for inclusion in the annual report. The International Integrated Reporting Council (IIRC) has recently issued a framework for integrated reporting that provides some guidance, but which has not yet arrived at a workable definition of one of its most important concepts: materiality.</p>
<p>Integrated Reporting is defined by the IIRC as follows:</p>
<p>“<em>Integrated Reporting brings together <strong>material</strong> information about an organization’s strategy, governance, performance and prospects in a way that reflects the commercial, social and environmental context within which it operates. It provides a clear and concise representation of how an organization demonstrates stewardship and how it creates and sustains value</em>.” </p>
<p>Materiality is a well-defined concept in financial reporting but is far harder to define when trying to assess those non-financial aspects that are most important to a given business. Even where the processes are well developed, they are fundamentally different in nature from financial reporting, for instance in their use of external consultation.</p>
<p>Back in 2006, AccountAbility published ‘The Materiality Report’, which states that, “<em>Most businesses are not at all clear, beyond the most obvious, traditional or regulated areas, which social and environmental issues are likely to be material to their business.”</em></p>
<p>Even assuming a broad consensus regarding materiality can be reached, companies may well find that significant portions of what they currently report against may now be deemed ‘immaterial’, If disclosure of these issues becomes discouraged from the ‘integrated reports’ of the future, will companies cease to track, manage and communicate about them?  Perhaps not, as The Materiality Report emphasises:</p>
<p>“<em>Businesses will still need to disclose their performance with respect to laws, commitments and voluntary initiatives where they have identified a compliance responsibility or an area of information demand. But they should put emphasis on the issues that are critical to their strategic goals</em>.”</p>
<p>The notion of materiality thus poses two major challenges for integrated reporting: firstly, defining what’s important enough to go into the integrated report, and secondly, helping companies decide how to treat those issues that fail to merit inclusion. Successfully overcoming these challenges is key to the evolution of non-financial reporting, and the success of integrated reporting.</p>
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