4. Governance, commitements and engagement
CSR headings/
Other reports
Pages
Governance
4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks,
such as setting strategy or organizational oversight.
Corporate Governance
18-22
Annual Corporate Governance Report
4.2 Indicate whether 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).
Corporate Governance
18
Annual Corporate Governance Report
4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body who are independent
and/or non-executive members.
Corporate Governance
18-22
Annual Corporate Governance Report
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
2.2/2.3/2.4/2.5
37-38/39/40-41/42
3.2/3.3/3.5.2
52/56-57/62-63
4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements),
and the organization’s performance (including social and environmental performance).
Report on remuneration of directors
Annual Corporate Governance Report
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided.
Annual Corporate Governance Report
4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic,
environmental, and social topics.
Annual Corporate Governance Report
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.
BME’s Corporate Outlook
8
4.9 Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental,
and social performance, including relevant risks and opportunities.
Annual Corporate Governance Report
4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.
Report on Activities carried out by the Board of Directors
Annual Corporate Governance Report
Commitment to external initiatives
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization.
-
-
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.
Letter from the Chairman
5-6
BME’s Corporate Outlook
8
5
77
6.2/6.3/6.4/6.5
90/91/92/94
4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations supported.
6.4
92
Stakeholder engagement
4.14 List of stakeholder groups engaged by the organization.
BME’s Corporate Outlook
8
4.15 Basis for identification and selection of stakeholders with whom to engage.
BME’s Corporate Outlook
8
4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
-
-
4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns,
including through its reporting.
-
-
99
Index of GRI contents
2
7
Corporate and Social
Responsibility
Report 2012
/ BME
1...,89,90,91,92,93,94,95,96,97,98 100,101,102,103,104,105,106,107