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137
CORPORATE RESPONSIBILITY REPORT 2011
Report Scope and Boundary
3.5 Process for defining repor t content.
Complete
132
3.6
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint
ventures, suppliers). See GRI Boundary Protocol for fur ther guidance.
Complete
131-132
3.7
State any specific limitations on the scope or boundary of the report (see
completeness principle for explanation of scope).
Complete
131-132
3.8
Basis for repor ting on joint ventures, subsidiaries, leased facilities, outsourced
operations, and other entities that can significantly affect comparability from
period to period and/or between organizations.
Complete
132
3.9
Data measurement techniques and the bases of calculations, including
assumptions and techniques underlying estimations applied to the compilation
of the Indicators and other information in the report. Explain any decisions not
to apply, or to substantially diverge from, the GRI Indicator Protocols.
Complete
131
3.10
Explanation of the effect of any re-statements of information provided in
earlier repor ts, and the reasons for such re-statement (e.g.,mergers/acquisitions,
change of base years/periods, nature of business, measurement methods).
Complete
Annual
Accounts
3.11
Significant changes from previous reporting periods in the scope, boundary, or
measurement methods applied in the report.
Complete
132
3.12 Table identifying the location of the Standard Disclosures in the report.
Complete
136-147
3.13
Policy and current practice with regard to seeking external assurance for the
repor t.
Complete
134-135
4. Governance, Commitments, and Engagement
Page
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.
Complete
50-53
4.2
Indicate whether the Chair of the highest governance body is also an executive
officer.
Complete
CGAR 28
4.3
For organizations that have a unitary board structure, state the number and
gender of members of the highest governance body that are independent and/
or non-executive members.
Complete
CGAR
11-12
4.4
Mechanisms for shareholders and employees to provide recommendations or
direction to the highest governance body.
Complete
56
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).
Complete
CGAR
22-23
4.6
Processes in place for the highest governance body to ensure conflicts of interest
are avoided.
Complete
CGAR 50