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GRI INDICATOR
REFERENCES AND COMMENTS
STATUS
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
3.2
Percentage of the board of directors that are independent, non-executive directors
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
3.4
Board-level processes for overseeing the organisation's identification and management of economic, environmental, and social risks and opportunities
3.5
Linkage between executive compensation and achievement of the organisation's financial and non-financial goals (e.g. environmental performance, labour practices)
3.6
Organisational structure and key individuals responsible for oversight, implementation, and audit of economic, environmental, social, and related policies
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
3.8
Mechanisms for shareholders to provide recommendations or direction to the board of directors
3.9
Basis for identification and selection of major stakeholders
3.10
Approaches to stakeholder consultation reported in terms of frequency of consultations by type and by stakeholder group
3.11
Type of information generated by stakeholder consultations
3.12
Use of information resulting from stakeholder engagements
Overarching policies and management systems
3.13
Explanation of whether and how the precautionary approach or principle is addressed by the organisation
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
3.15
Principal memberships in industry and business associations, and/or national/international advocacy organisations
3.16
Policies and/or systems for managing upstream and downstream impacts, including supply chain management as it pertains to outsourcing and supplier environmental and social performance; and product and service stewardship initiatives
3.17
Reporting organisation's approach to managing indirect economic, environmental, and social impacts resulting from its activities
3.18
Major decisions during the reporting period regarding the location of, or changes in, operations
3.19
Programmes and procedures pertaining to economic, environmental, and social performance. Discussion of priority and target setting, programmes to improve performance, internal communication and training, performance monitoring, internal and external auditing, senior management review
3.20
Status of certification pertaining to economic, environmental, and social management systems
