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4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight. |
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| Governing bodies |
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4.2 Indicate whether the chair of the highest governance body is also an executive officer (and, if so, their function within the organisation’s management and the reason for that arrangement). |
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| Executive Chairman |
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4.3 For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non executive members. |
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| Percentage of board members who are independent directors |
100 |
100 |
100 |
percentage |
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| Method of determining director independence |
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4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
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| Governing bodies |
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| Upward reporting channels |
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4.5 Linkage between compensation for members of the highest governance body, senior mangers and executives (including departure arrangements) and the organisation’s performance (including social and environmental performance). |
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| Senior officer remuneration and the organisation’s performance |
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4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
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| Governing bodies |
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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. |
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| Qualifications and expertise of highest governing body |
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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. |
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| Economic, environmental and social performance policies |
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| Internal codes of conduct |
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| Principles of CSR Management System |
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| Mission, Vision and Values |
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4.9 Procedures of the highest governance body for overseeing the organisation’s identification and management of economic, social and environmental performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct or principles. |
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| Board committees |
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| Risk management |
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| General Assembly |
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| 1st Ordinary General Assembly |
95.98 |
94.68 |
94.98 |
% attendance |
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| 2nd Ordinary General Assembly |
92.86 |
98.12 |
91.87 |
% attendance |
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| No. of Board meetings |
22 |
20 |
20 |
meetings |
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4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental and social performance. |
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| Leadership evaluation |
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| Control Committee |
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