Governance, Commitments and Engagement: Governance
| Ref. | Indicator | Level of Reporting |
Links to Information |
|---|---|---|---|
| 4.1 | Governance structure, including committees under highest governance body responsible for tasks, e.g. setting strategy. Describe mandate and composition (inc. number of independent and/or non-executive members) | Fully Reported | Governance |
| 4.2 | Indicate if Chair of highest governance body is also executive officer - if so, function in management and reasons for arrangement | Fully Reported | Governance |
| 4.3 | State no. of members of highest governance body that are independent and/or non-executive members. State definition of 'independent' and 'non-executive' | Fully Reported | Governance |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or directions to the highest governance body. | Fully Reported | Governance |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers and executives (including departure arrangements) and performance (including social and environmental) | Fully Reported | Governance |
| 4.6 | Processes of the highest governance body to ensure conflicts of interest are avoided | Fully Reported | Governance |
| 4.7 | Process for determining qualifications and expertise of members of highest governance body to guide strategy on economic, environmental and social topics | Fully Reported | Governance |
| 4.8 | Internally developed mission, values, codes of conduct, economic, social and environmental principles and status of implementation. Degree to which these relate to internationally agreed standards and are applied across organisation. | Fully Reported | Governance |
| 4.9 | Procedures of highest governance body for overseeing identification and management of economic, social and environmental performance, incl risks and opportunities, and adherence or compliance with internationally agreed standards, codes, principles. Include frequency with which the highest governance body assesses sustainability performance. | Fully Reported | Governance |
| 4.10 | Processes for evaluating highest governance body's own performance, particularly social, econ, env performance | Fully Reported | Governance |
Governance, Commitments and Engagement: Commitments to External Intiatives
| Ref. | Indicator | Level of Reporting |
Links to Information |
|---|---|---|---|
| 4.11 | Whether/how precautionary principle is addressed. Article 15 of the Rio Principles introduced the precautionary approach. A response to 4.11 could address the organisation's approach to risk management in organisational planning or the development and introduction of new products. | Partially Reported | Governance |
| 4.12 | Externally developed, voluntary social or environmental charters, principles or other initiatives endorsed. | Partially Reported | Governance |
| 4.13 | Membership in associations (e.g. industry associations) and/or national/international advocacy organisations in which the organisation: has positions in governance bodies, participates in projects or committees, provides substantive funding beyond routine membership dues, views membership as strategic. | Partially Reported | Governance |
Governance, Commitments and Engagement: Stakeholder Engagement
| Ref. | Indicator | Level of Reporting |
Links to Information |
|---|---|---|---|
| 4.14 | List of stakeholder groups engaged | Fully Reported | Stakeholder Engagement |
| 4.15 | Basis for identification and selection for engagement | Fully Reported | Stakeholder Engagement |
| 4.16 | Approaches to stakeholder engagement, including frequency by type and group | Fully Reported | Stakeholder Engagement |
| 4.17 | Key issues and concerns raised through engagement and how organization responded, including through its reporting | Fully Reported | Stakeholder Engagement |
