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MYTILINEOS GROUP
SUSTAINABILITY REPORT 2011
132
GRI
Code
Description of indicators
Page
Comments
Coverage Correspondence
with the UNGC
Principles
Governance, commitments and engagement
4.1
Governance structure of the organisation, including committees
under the highest governance body responsive for specific tasks,
such as setting strategy or organisational oversight.
14
Full
4.2
Role and responsibilities of the Chairman of the Board of Directors.
15 & 16
Full
4.3
Independent and/or non-executive members of the Board of
Directors..
39
Full
4.4
Mechanisms for shareholders and employees to provide
recommendations or direction to the highest governance body.
They key mechanisms are the following: Annual and
Extraordinary General Meetings of the Shareholders;
Financial Results presentations; regular and ad
hoc communication between the Management and
the employees’ collective bodies, and personal
communication at the employees’ request; employee
performance reviews; and the formal annual dialogue
with Stakeholders.
Full
4.5
Linkage between compensation for members of the highest
governance body, general managers and top management
executives and the organisation’s performance (including social and
environmental performance).
17
Full
4.6
Processes in place for the highest governance body to ensure
conflicts of interest are avoided.
17
Full
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.
17
Full
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.
12,17 & 18
Full
4.9
Exercise of governance by the Board of Directors.
18
Full
4.10 Processes for evaluating the highest governance body’s own
performance, particularly with respect to economic, environmental
and social performance.
18
Full
4.11 Explanation of whether and how the precautionary approach or
principle is addressed by the organisation.
12,13,18, 19 &20
Full
4.12 Externally developed economic, environmental and social
charters, principles, or other initiatives subscribed to or endorsed
by the organization.
12 &13
Full
4.13 Membership of associations (such as industry associations) and/
or national/international advocacy organisations in which the
organization participates.
18,19,20,59,80,112
Full
4.14 List of Stakeholder groups engaged by the organisation.
21
Full
4.15 Basis for identification and selection of Stakeholders with whom
to engage.
This was reported in detail in the Sustainability Report
2009, pages 28 & 29
Full
4.16 Approaches to stakeholder engagement, including frequency of
engagement by type and by Stakeholder group.
22, 23, 24, 25, 127
& 128
Full
4.17 Key topics and concerns rose through Stakeholder engagement.
22, 23, 24, 25, 127
& 128
Full
Economic Performance
MANAGEMENT APPROACH
28
EC1
Direct Economic Value.
27
Full
EC2
Financial implications and other risks and opportunities for the
organization’s activities due to climate change.
28
Full
Principle 7
EC3
Coverage of the Group’s defined benefit plan obligations.
Annual Report 2011 pages 67, 68 & 95
Full
EC4
Significant financial assistance received from government.
27
Full
