MYTILINEOS HOLDINGS - SUSTAINABILITY REPORT 2012 - page 91

89
GRI
Code
Governance, commitments and engagement –
Description of indicators
Cross reference pages
or direct answer
Reported
4.1
Governance structure of the organisation, including committees under the
highest governance body responsive for specific tasks, such as setting
strategy or organisational oversight.
11 & 51 - 57
Fully
4.2
Indicate whether the Chair of the highest governance body is also an
executive officer.
56
Fully
4.3
Independent and/or non-executive members of the Board of Directors..
56
Fully
4.4
Mechanisms for shareholders and employees to provide recommendations
or direction to the highest governance body.
The key mechanisms are the following: Annual
and extraordinary General Meetings of the
Shareholders, Financial results presentations,
regular and ad hoc communication between
the Management and the employees' collective
bodies, personal communication at the
employees' request, employee performance
reviews procedures and the formal annual
dialogue forums with Stakeholders.
45 - 48
Fully
4.5
Linkage between compensation for members of the highest governance body,
general managers and top management executives and the organisation’s
performance (including social and environmental performance).
gr/strengthing-transparency/information#
tab-information-on-corporate-governance
Fully
4.6
Processes in place for the highest governance body to ensure conflicts of
interest are avoided.
gr/strengthing-transparency/information#
tab-information-on-corporate-governance
Fully
4.7
Process for determining the qualifications and expertise of the members of
the highest governance body for guiding the organisation’s strategy on
economic, environmental and social topics.
gr/strengthing-transparency/information#
tab-information-on-corporate-governance
Fully
4.8
Internally developed statements of mission or values, codes of conduct
and principles relevant to economic, environmental and social performance
and the status of their implementation.
15, 16 &17
:
gr/strengthing-transparency/information#
tab-ethics-code
:
gr/strengthing-transparency/information#t
ab-csr-vision-and-values
Fully
4.9
Exercise of governance by the Board of Directors.
17 & 18 47 - 62
:
gr/strengthing-transparency/information#
tab-information-on-corporate-governance
governance/info
Fully
4.10
Processes for evaluating the highest governance body’s own performance,
particularly with respect to economic, environmental and social
performance.
:
gr/strengthing-transparency/information#
tab-information-on-corporate-governance
Fully
4.11
Explanation of whether and how the precautionary approach or principle
is addressed by the organisation.
11, 20 & 21 47 - 62
:
-
gr/strengthing-transparency/information#
tab-information-on-corporate-governance
:
governance/info
Fully
4.12
Externally developed economic, environmental and social charters,
principles, or other initiatives subscribed to or endorsed by the
organization.
15 & 17
Fully
4.13
Membership of associations (such as industry associations) and/or national/
international advocacy organisations in which the organization participates.
16
Fully
4.14
List of Stakeholder groups engaged by the organisation.
/
dialogue-with-stakeholders/details
Fully
4.15
Basis for identification and selection of Stakeholders with whom to
engage.
/
dialogue-with-stakeholders/details
Fully
4.16
Approaches to stakeholder engagement, including frequency of
engagement by type and by Stakeholder group.
22
Fully
4.17
Key topics and concerns rose through Stakeholder engagement.
23 - 27
Fully
S U S TA I NAB I L I T Y R E PORT 2 0 1 2
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