We align our key performance indicators with the World Economic Forum's recommended Framework for Action issued under the Global Corporate Initiatives programme. This framework has been developed to aid corporate decision makers in managing their company's impact on society and their stakeholder relationships. It proposes four general guidelines broadly defined as: 1) leadership, 2) articulated strategy, 3) implementation and, 4) transparency of action. These are designed to augment company-specific corporate citizenship principles.
We view these guidelines as fundamental to our core business operations and have indicated in the chart below where we have adopted them into practice.
| Indicators | Pages in Printed Report | WEF Indicators | Remarks | ||
|---|---|---|---|---|---|
| Vision and Strategy | |||||
| 1.1 | Statement of the Statement of the organisation's vision and strategy regarding its contribution to sustainable development. | IFC | 1 | ||
| 1.2 | Statement from the CEO (or equivalent senior manager) describing key elements of the report. | 2 | 1 | ||
| Profile | |||||
| Organisational Profile | 2.1 | Name of reporting organisation. | 8,BC | 4 | |
| 2.2 | Major products and/or services, including brands if appropriate. | 4-7 | 4 | Annual Report | |
| 2.3 | Operational structure of the organisation. | 4-8 | 2 | Annual Report | |
| 2.4 | Description of major divisions, operating companies, subsidiaries, and joint ventures. | 4-7 | 2 | Annual Report | |
| 2.5 | Countries in which the organisation's operations are located. | 6 | 2 | Annual Report | |
| 2.6 | Nature of ownership; legal form. | 8 | 2 | Annual Report | |
| 2.7 | Nature of markets served. | 4-7,15 | 2 | ||
| 2.8 | Scale of the reporting organisation | 15 | 2 | Annual Report | |
| 2.9 | List of stakeholders, key attributes of each, and relationship to the reporting organisation. | 16-37 | 2 | Sustainability Online | |
| Report Scope | 2.10 | Contact person(s) for the report, including email and web addresses. | IFC,1 | 4 | |
| 2.11 | Reporting period for information provided. | IFC | 4 | ||
| 2.12 | Date of most recent previous report. | 1 | 4 | ||
| 2.13 | Boundaries of the report and any specific limitations on the scope. | IFC,51 | 4 | ||
| 2.14 | Significant changes in size, structure, ownership, or products/services that have occurred since the previous report. | 8,44 | 4 | Annual Report | |
| 2.15 | Basis for reporting on joint ventures, partially owned subsidiaries, leased facilities, outsourced operations, and other situations that can significantly affect comparability from period to period. | 51 | 4 | Annual Report | |
| 2.16 | Explanation of the nature and effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement. | 7,54 | 4 | Annual Report | |
| 2.17 | Decisions not to apply GRI principles or protocols in the preparation of this report. | 1,51 | 4 | ||
| 2.18 | Criteria/definitions used in any accounting for economic, environmental, and social costs and benefits. | 7,12,51,56 | 4 | ||
| 2.19 | Significant changes from previous years in the measurement methods applied to key economic, environmental, and social information. | 40 | 4 | ||
| 2.20 | Policies and internal practices to enhance and provide assurance about the accuracy, completeness, and reliability that can be placed on the sustainability report. | 9-14 | 3, 4 | ||
| 2.21 | Policy and current practice with regard to providing independent assurance for the full report. | 1,14,52 | 2, 4 | ||
| 2.22 | Means by which report users can obtain additional information. | 1 | 4 | ||
| Governance Structure and Management Systems | |||||
| Structure and Governance | 3.1 | Governance structure of the organisation, including major committees under the board of directors that are responsible for setting strategy and for oversight of the organisation. | 43,44 | 2, 3 | Annual Report |
| 3.2 | Percentage of the board of directors that are independent, non-executive directors. | 43 | 2 | Annual Report | |
| 3.3 | Process for determining the expertise board members need to guide the strategic direction of the organisation, including issues related to environmental and social risks and opportunities. | 2 | Annual Report | ||
| 3.4 | Board-level processes for overseeing the organisation's identification and management of economic, environmental, and social risks and opportunities. | 43 | 2, 3 | Annual Report | |
| 3.5 | Linkage between executive compensation and achievement of the organisation's financial and non-financial goals. | 3, 4 | Not Included | ||
| 3.6 | Organisational structure and key individuals responsible for oversight, implementation, and audit of economic, environmental, social and related policies. | 43,44 | 2, 3 | Annual Report | |
| 3.7 | Mission and values statements, internally developed codes of conduct or principles, and policies relevant to economic, environmental, and social performance and the status of implementation. | 9,12 | 1 | Code of Conduct | |
| 3.8 | Mechanisms for shareholders to provide recommendations or direction to the board of directors. | Not Included | |||
| Stakeholder Engagement | 3.9 | Basis for identification and selection of major stakeholders | 16 | 2 | |
| 3.10 | Approaches to stakeholder consultation reported in terms of frequency of consultations by type and stakeholder group. | 17-37 | 2, 3 | Sustainability Online | |
| 3.11 | Type of information generated by stakeholder consultations. | 17-37,41 | 3 | Sustainability Online | |
| 3.12 | Use of information resulting from stakeholder engagements. | 22-24,33,41 | 3 | Sustainability Online | |
| Overarching Policies and Management Systems | 3.13 | Explanation of whether and how the precautionary approach or principle is addressed by the organisation. | 9-15 | 2, 4 | Sustainability Online |
| 3.14 | Externally developed, voluntary economic, environmental, and social charters, sets of principles, or other initiatives to which the organisation subscribes or which it endorses. | 13-16,36,42 | 4 | ||
| 3.15 | Principal memberships in industry and business associations, and/or national/international advocacy organisations. | 13,16,36 | 4 | ||
| 3.16 | Policies and/or systems for managing upstream and downstream impacts. | 13-15, 25, 30 ,31, 33 | 2, 3, 4 | Sustainability Online | |
| 3.17 | Approach to managing indirect economic, environmental and social impacts resulting from its impacts. | 15, 33, 41 | 2, 4 | ||
| 3.18 | Major decisions during the reporting period regarding the location of, or changes in, operations. | 8, 44 | 2, 4 | Sustainability Online | |
| 3.19 | Programmes and procedures for improvement programme/action | 13-16, 18, 19, 22-25, 30-33, 39-41 | 2, 3, 4 | Sustainability Online | |
| 3.20 | Status of certification pertaining to economic, environmental, and social management systems. | 13-15, 28, 41, 55 | 3, 4 |
