Disclosure LibraryPractitioner guidance for every reporting disclosure
All disclosures Courses
Home→ Disclosure Library→ IFRS / ISSB→ IFRS S1→ s1-29
IFRS S1: General Requirements for Disclosure of Sustainability-related Financial Information · 2024
Paragraph 29

Strategy disclosure architecture

Practical guidance for preparing this disclosure. Use this card to identify the information to prepare, verify claims and organise supporting evidence. For exact requirements, always refer to the official IFRS source.

Under review Editorial review in progress Prepared from official source material and published report evidence Use alongside the official IFRS source while human review is in progress.
To prepare this disclosure
Disclosure focus

This disclosure is about explaining how your sustainability-related strategy is put together and how it is used in practice. In simple terms, it asks you to describe the main parts of the strategy, how they connect to each other, and how they support decision-making, rather than just listing ambitions or isolated initiatives.

The practical focus is on showing the strategy as it applies across the organisation, not only at a few flagship sites or headline projects. A useful explanation would make clear whether the approach covers the whole business, specific business units, or selected operations, and how consistently it is applied in day-to-day planning and oversight.

This LRA educational guidance supports disclosure preparation. For the exact requirements, always refer to the official IFRS source.

Before you start

A quick mental checklist before you prepare this disclosure — tick each as you settle it.

Preparation

Key information to prepare

Preparation field What to capture Evidence hint Owner
Business model map A plain description of how the business makes and delivers value, including the main stages in its supply and delivery chain that matter for the disclosure. Strategy papers, operating model documents, supply-chain maps, and process diagrams that show the end-to-end flow. Strategy / Operations
Financial impact summary The monetary effects linked to the topic, with the amounts, period covered, and any split needed to show what is actually being reported. Management accounts, finance schedules, impairment or provisioning papers, and supporting calculations tied to the reporting period. Finance
Future robustness view An explanation of how the business expects the topic to affect its ability to keep operating and adapt over time, including the main assumptions used. Scenario analysis, stress-testing papers, long-range planning packs, and board materials covering future operating conditions. Strategy / Risk
Risk and upside register The main downside and upside matters linked to the topic, with enough detail to show what they are, where they arise, and how they are being tracked. Enterprise risk register, opportunity pipeline, issue logs, and committee papers that identify and monitor the items. Risk Management
Board action record How the top decision-makers have used the topic in setting direction, including the decisions taken and the points considered in doing so. Board and committee minutes, strategy approvals, decision papers, and action logs showing the link between the topic and decisions. Company Secretariat / Strategy
＋ Show s1-29 sub-elements (LRA working checklist)

How to prepare it

1Set the reporting boundary first: decide which parts of the business and value chain you will cover, and make sure the same scope is used across all five blocks.
2Define what each block will include in practice. Separate the material on the business model and value chain, the financial effects, resilience, risks and opportunities, and strategy and decision-making so each item is clearly identifiable.
3Gather support for every block before drafting. Pull together the underlying records, analyses, working papers, and other source material that back the statements you plan to report.
4Prepare the final content in the form needed for each block. For some items this will be narrative explanation; for others it may be figures, depending on what the disclosure asks you to present.
5Record any exclusions, scope changes, or methodological shifts. Explain what was left out, what changed from the prior period, and why the reported information should be read in that context.
6Check the draft against the official source before sign-off. Confirm that each required block is covered, the wording matches the underlying requirement in substance, and nothing important has been missed or overstated.
Request the data

Request the strategy pack and supporting evidence

Translate the disclosure into an internal business question — then adapt it to your organisation's own language.

What material do we already hold that shows how sustainability matters are built into our strategy, planning, and decision-making, and how they connect to our business model, risks, opportunities, resilience, and financial impacts?

Use your organisation’s own planning and strategy language first, then map it to the reporting categories. For example, ask for the board pack, strategy deck, investment case, risk register, scenario work, or planning memo that your teams already use. This is a possible LRA training template only; adapt it to your organisation and check the official source before sign-off.

Weak request

Please provide the sustainability strategy disclosure evidence for the period.

Why it fails: It uses framework language only, so the owner may not know which internal pack, meeting papers, or planning outputs to pull. It also does not say which business area, period, boundary, or source documents are needed, so the response is likely to be incomplete or inconsistent.

Better request

Please send the latest strategy, planning, and decision papers for [reporting period] that show how [internal topic name] is built into our business model, risk and opportunity tracking, resilience work, financial planning, and management decisions. Include the source file, version/date, owner, boundary, and any assumptions used. This is a possible LRA training template only; adapt it to your organisation and check the official source before sign-off.

Formal email template
Subject: Request for strategy and planning evidence for [reporting period]

Hi [name],

We are preparing the sustainability reporting pack and need the material your team already uses to show how [organisation’s internal term for the topic] is reflected in our strategy, planning, and decisions.

Please send, for [reporting period] and [boundary], the documents or extracts that cover:
- how the topic links to our business model and value chain;
- the main risks and opportunities we track;
- any resilience or scenario work we have done;
- any financial impact or planning assumptions we use;
- where this has influenced strategy, investment, or other decisions.

Please include the source file, version/date, owner, and any notes needed to understand the figures or narrative.

If it is easier, you can return the information in the table below or attach the relevant pack.

This is a possible LRA training template only; please adapt it to your organisation’s own terms and check the official source before sign-off.

Thanks,
[preparer name]
Short Teams / Slack version
Hi [name] — could you share the latest [board pack / strategy deck / planning memo] that shows how [your internal topic name] feeds into our strategy, risk, resilience, and decision-making for [period]? Please include the source, version/date, owner, and any assumptions. This is a training template only — adapt to your terms and check the official source before sign-off. Thanks.
Industry examples
Manufacturing

Context. A plant-led group tracks energy price exposure, supply continuity, and process disruption through its annual operating plan and investment committee papers.

Adapted request. Please share the annual operating plan, capex papers, and risk review that show how energy cost exposure, supply continuity, and process disruption are reflected in our strategy, resilience work, and investment choices for [period]. Include the source, version/date, owner, and any assumptions.

Example response. Attached: FY2025 operating plan v4; capex paper dated 18 Jan 2025; risk review from Q3. Boundary: UK plants and central procurement. Owner: Strategy and Operations. Notes: downside energy case used in planning.

Financial services

Context. A lender uses credit policy updates, portfolio planning, and stress testing to show how climate and other sustainability matters affect strategy and decisions.

Adapted request. Please provide the credit policy update, portfolio plan, and stress test summary that show how climate-related and other sustainability topics are reflected in our strategy, risk appetite, resilience work, and lending decisions for [period]. Include the source system, version/date, owner, and assumptions.

Example response. Attached: credit policy update v2; portfolio plan deck; stress test summary. Boundary: retail and SME lending book. Owner: Risk and Strategy. Notes: base, downside, and severe downside cases included; figures align to the latest portfolio review.

Draft your disclosure

Notes that turn data into a disclosure

LRA training templates — adapt them to your organisation, and check the official source before sign-off.

Method note

Explain the basis used to group the collected information into the five blocks, including how each block was defined and how the underlying data were assembled for the draft disclosure.

Context note

Set out what the figures and descriptions mean in practice by linking the business model, value-chain, financial effects, resilience, risks and opportunities, and strategy information into one connected picture.

Fluctuation statement

Point to the main reasons any reported changes moved up or down, such as shifts in the business model, value-chain exposure, financial effects, resilience assessment, risk profile, or strategic response.

Content index entry
s1-29 Strategy disclosure architecture — [location / page] / [notes]
Download Centre

Preparation tools & forms

Professional preparation tools for s1-29 — free with an LRA Community membership. Register once (it's free) and every download unlocks, together with the Disclosure Library, templates and the LRA AI Assistant.

Free · Community members
01XLSPrep & Assurance workbookDatapoints, risks, evidence to check, owner and evidence pack.Get it free ↧ 02XLSData-request packRequest email, message template, response fields and sign-off structure.Get it free ↧ 03PDFLibrary CardPrintable one-page summary of this disclosure card.Get it free ↧
Go deeper · s1-29
Learn to prepare this disclosure end-to-end

This guide covers one requirement. The IFRS S1 & S2 Reporting course walks the full ISSB workflow — governance, strategy, risk management and metrics — with exercises on your own data.

Available as Guided Flex, Live Cohort, 1:1 Expert Mentorship or Corporate Programme.

Assurance readiness

For each claim, check the evidence

ClaimRiskEvidence to check
We prepared the coverage figure using the same reporting boundary and source set throughout, so the number reflects the disclosed operations we intended to include and not a mixed population.The assurer may find the figure was built from inconsistent boundaries, duplicate entities, or an incomplete population, which would make the coverage claim unreliable.Boundary memo, entity list used for the calculation, consolidation or inclusion rules, source extracts, and a reconciliation showing how the final population was assembled.
We made the scope call first, then checked that the selected activities, locations and parts of the business were the right ones for the figure we published.The assurer may question whether the scope was chosen to exclude difficult areas or whether important parts of the business were left out without a clear basis.Scope-setting paper, inclusion/exclusion rationale, management approvals, maps or listings of in-scope sites or units, and any exceptions log.
We used the same underlying data definitions and cut-off dates across the workstream, so the reported figure is built from comparable inputs rather than ad hoc estimates.The assurer may identify inconsistent definitions, timing mismatches, or a patchwork of estimates that weakens comparability and accuracy.Data dictionary, reporting timetable, cut-off instructions, source-system extracts, and evidence that the same definitions were applied across all contributors.
We kept support for the figure on file, including the working papers, source records and sign-offs that show how the number was assembled and reviewed.The assurer may find the claim cannot be traced back to evidence, or that the audit trail is too thin to support the published figure.Working papers, source documents, calculation files, version history, review notes, and approval records showing who checked the output before release.
Before publication, we ran internal checks on the arithmetic, cross-references and narrative consistency so the figure matched the surrounding disclosure and the underlying records.The assurer may detect calculation errors, broken links between the narrative and the numbers, or inconsistencies between sections of the report.Quality-control checklist, recalculation evidence, tie-out to source data, consistency review notes, and final sign-off pack.

Evidence pack to prepare

Common reporting gaps

The information is presented without a date or as-at point.The scope or boundary of the statement is left undefined.Key terms are used inconsistently across the report.Material changes since the previous period are not disclosed.Assertions are made without supporting detail or a source record.Boilerplate is used that does not actually answer what is asked.
Common gaps

Mistakes to avoid when collecting the data

Wrong owner
The team asks someone who only knows one function, so the evidence comes from the wrong part of the business and misses the people who actually hold the source records.
Framework language first
The request is written in reporting jargon instead of the organisation’s own terms, so the data owner cannot map it cleanly to the systems and files they use day to day.
No scope set
The collector never fixes which entities, activities or value-chain parts are in scope, so different teams send data for different boundaries and the final pack cannot be reconciled.
＋ Show 5 more

Where judgement is often needed

Boundary shift after a deal closes
If a purchase, sale, or internal reorganisation changes what sits inside the reporting perimeter, explain which parts of the story use the old set-up and which use the new one, and make the cut-off point clear.
Different country labels for the same issue
Where local teams use different names or groupings for the same business matter, pick one organising logic for the disclosure, explain the mapping, and show how the local views roll into the group narrative.
Near-boundary operations and joint arrangements
For sites, entities, or activities that sit partly inside and partly outside the reporting perimeter, state the inclusion rule you used and why that treatment best reflects the organisation’s own operating picture.
＋ Show 7 more
Examples

Illustrative examples

Synthetic, written by LRA — not from a company report, not text from any standard.

Illustrative (synthetic) example — Manufacturing

We explain how our operations, suppliers and customer use sit within our wider business model, and we link that to the main matters that could change our results or our ability to deliver.
- Our board and committee review the key risks and upside areas, then use that input when setting priorities, capital plans and operating targets.
- For the year, we estimate a £12m adverse effect on profit before tax from higher energy and input costs, partly offset by £4m of savings from efficiency work; the net effect is a £8m reduction.
- We also describe how the business would cope under a severe but plausible scenario, including the actions we would take, the timing of those actions and the parts of the model most exposed.

This synthetic disclosure shows how a reporter can connect its operating model, decision-making, financial consequences, risk/opportunity discussion and scenario-based robustness assessment in one narrative.

Illustrative (synthetic) example — Retail

We set out how our stores, online channels, logistics partners and product sourcing fit together, then explain the matters that could help or hinder delivery of our plan.
- The directors and committee members use this analysis when choosing pricing, stock levels and investment in systems, and they track the main uncertainties alongside the upside cases.
- We estimate a £6m benefit to operating profit from lower waste and better stock control, against £9m of extra costs from transport and packaging, giving a net £3m adverse effect.
- We also describe the stress test we used to judge whether the plan remains workable, including the assumptions, the response options and the areas where the group would be most stretched.

This synthetic disclosure shows a second sector example with the same required themes, but using different wording and a different mix of figures and business drivers.

Company reportsReal published reports
Compare side by side →Get it free

How companies report S1-29 in practice

Examples of full and partial reporting practice. These are evidence-led reviews, not exact disclosure templates to copy.

Hang Lung Properties Limited
Real Estate · Hong Kong · 2025
Open report →
Hang Lung Properties Limited’s Sustainability Report 2025 includes coverage of its strategy to manage climate-related risks and opportunities, with specific references on pages 191 and 215 detailing the current and anticipated effects of sustainability-related risks on the business. However, the report does not provide clear or direct disclosure of the business model and value chain, with only related context mentioned on page 222 but no explicit statement. Additionally, there is no quotable evidence found regarding the financial effects or resilience aspects of climate-related disclosures.
SITC International Holdings Company Limited
Water Transportation · Hong Kong · 2025
Open report →
SITC International Holdings Company Limited’s 2025 Environmental, Social and Governance Report provides coverage on the current and anticipated effects of sustainability-related risks and opportunities on its business model (p.188) and discusses the implications of its assessment for strategy and decision-making (p.195). However, the report offers only unclear context regarding the description of its business model and value chain (p.188), the financial effects of these risks (p.190), and the resilience of its strategy to climate-related changes (p.195). These areas lack clear, explicit disclosures despite some related information being present.
Yum China Holdings, Inc.
Hotels, Restaurants, Leisure, Tourism Services · China · 2025
Open report →
Yum China Holdings, Inc.’s 2025 Sustainability Report includes a covered disclosure on the issuer’s assessment of its climate resilience as of the reporting date, found on page 48. However, disclosures related to the business model and value chain (p.19), financial effects (p.22), risks and opportunities (p.25), and strategy and decision-making (p.47) are unclear, with only related context present but no clear, direct disclosure. The report references strategic plans and climate-related considerations across several pages but does not explicitly clarify these datapoints.
✓ LRA AI Assistant · Human-in-the-loop
Dr Ross Kurinko
Ask the Study Studio AI Assistant about this disclosure
Get practical answers for your reporting context. Your first two answers are free — join LRA Community for free to continue without a limit.
TryHow do I prepare s1-29?What data do I need to collect?Where can I see a real-report example?What mistakes should I avoid?
2 free answers
Check your understanding

Scenarios to work through

A manufacturer is drafting its climate-related strategy note. The team has a strong section on supply chain impacts, but the draft leaves out how those issues feed into the business model and the way goods move from suppliers to customers.

QShould the note include a separate part that explains the business model and value-chain angle, rather than folding everything into one general strategy narrative?
Reveal model answer →

A services group has quantified expected cost increases from heat-related disruption, but the draft only says the issue is “material” and does not explain the likely financial effect in the period or over time.

QDo you need a dedicated section that sets out the expected financial effect, rather than leaving the point as a general risk statement?
Reveal model answer →

An energy business has discussed transition plans and board oversight, but the draft does not say whether the strategy is built to withstand different future conditions or how management tested that robustness.

QShould the note include a resilience block that explains how the strategy holds up under different conditions?
Reveal model answer →

A retailer has prepared a detailed risk register and a separate paper on capital allocation, but the sustainability note does not connect those items to strategic choices or explain how management uses them when making decisions.

QDo you need a distinct strategy-and-decision-making block that links the sustainability issues to actual management choices?
Reveal model answer →
Framework references

Relevant IFRS / ISSB requirements and related disclosures

Available framework references and nearby disclosures relevant to preparing this requirement.

IFRS / ISSB
s1-29
within IFRS S1: General Requirements for Disclosure of Sustainability-related Financial Information
Open official source →
Primary
Related & explore
Go deeper · s1-29
Learn to prepare this disclosure end-to-end

This guide covers one requirement. The IFRS S1 & S2 Reporting course walks the full ISSB workflow — governance, strategy, risk management and metrics — with exercises on your own data.

Available as Guided Flex, Live Cohort, 1:1 Expert Mentorship or Corporate Programme.

FAQ

Questions this page answers

For s1-29, what should I gather before I start drafting the disclosure?+
How do I use the s1-29 step-by-step preparation section in practice?+
What evidence pack do I need for s1-29 assurance readiness?+
What are the five assurance claims I need to verify for s1-29?+
What common mistakes does the s1-29 page warn about?+
How can I turn the s1-29 datapoints into a first draft?+
Where do I find the s1-29 workbook and printable card, and what are they for?+
How should I use the synthetic example disclosure on the s1-29 page?+
Can I reuse data from my ESRS 2 general disclosures work for s1-29?+
What does the s1-29 page say I should include in the board action record?+
More questions this page can help with
s1-29 disclosure checklist for sustainability manager: what do I need to collect first?s1-29 evidence pack template: what should be in it for assurance?How do I assign ownership for s1-29 data collection across HR, finance and ESG teams?What are the s1-29 reporting gaps to check before I finalise the draft?How do I use the s1-29 Prep & Assurance workbook .xlsx?What is the best way to use the s1-29 printable Library Card .pdf?How do I build the s1-29 financial impact summary from source data?What should go into the s1-29 risk and upside register?How do I write the s1-29 narrative starter from the prepared datapoints?What visualisation ideas does the s1-29 page suggest for the draft output?Where can I find real company report examples linked from the s1-29 page?How does the s1-29 page help me get assurance-ready before review?
How this library is built 312 published reports indexed 63171 pages with page-level citations 272 practitioner guides