G3 project record · 2006–2007. This page records its historical period. Roles, events, prices and registration information below are not current offers or appointments. Original capture: 2006-07-07.
From the project record
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Part 2: Standard Disclosures
4: Governance, Commitments, & Engagement
- Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or oversight of the organization.
- Indicate if the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement).
- For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.
- Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
- Linkage between compensation (including departure arrangements) and the organization’s performance (including social and environmental performance) for members of the highest governance body, senior managers, and executives.
- Process for determining required qualifications and expertise of the members of the highest governance body to guide the strategy of the organization, including on issues related to economic, environmental, and social performance.
- Processes of the highest governance body to ensure conflicts of interest are avoided.
- Internally developed mission and values statements, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.
- Processes of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including the identification and management of relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.
- Processes for evaluating the performance of the highest governance body, particularly with respect to economic, environmental, and social performance.
- Explanation of whether and how the precautionary approach or principle is addressed by the organization.
- Externally developed, voluntary economic, environmental, and social charters, sets of principles, or other initiatives to which the organization subscribes or which it endorses.
- Significant memberships in associations (such as industry associations), and/or national/international advocacy organizations.
- List of stakeholder groups engaged by the organization.
- communities;
- civil society;
- customers;
- shareholders and providers of capital;
- suppliers;
- trade unions; and
- workforce, direct and indirect.
- Basis for identification and selection of stakeholders to engage.
- Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
- Key issues and concerns that have been raised through stakeholder engagement and how the organization has responsed to those key issues and concerns.
Governance
Describe the mandate and composition (including number of independent members and/or non-executive members) of such committees and indicate any direct responsibility for economic, social, and environmental performance.
State how the organization defines ‘independent’ and ‘non-executive’. This element applies only for organizations that have unitary board structures. See the glossary for a definition of independent.
Include reference to processes regarding: (i) the use of shareholder resolutions or other mechanisms for enabling minority shareholders to express opinions to the highest governance body; and (ii) informing and consulting employees, the working relationships with formal representation bodies such as organization level ‘works councils’, and representation of employees in the highest governance body.
Identify major issues related to economic, environmental and social performance raised through these mechanisms during the reporting period.
Include the degree to which these (i) are applied across the organization in different regions and department/units and (ii) relate to internationally agreed standards.
Include frequency with which the highest governance body assesses sustainability performance.
Commitments to External Initiatives
This could include examples that illustrate the organization’s approach to risk management in operational planning or the development and introduction of new products. For reference, see the glossary for text of Article 15 of the Rio Principles on the precautionary approach.
Include date of adoption and countries/operations where applied and the range of stakeholders involved in the development and governance of these initiatives.
Stakeholder Engagement
These disclosure items refer to general stakeholder engagement conducted by the organization over the course of the reporting period which was not specifically for the purposes of preparing a report.
Examples of stakeholder groups are:
This includes the process for defining an organization’s stakeholders, and for determining with which groups to engage, and those groups not to engage.
This could include surveys, focus groups, community panels, corporate advisory panels, written communication, management/union structures, and other vehicles.
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