| 3.1 |
Governance structure of the
organisation, including major committees under the
board if 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.
|
| |
See page EG3 of this Report and pages 42 to 46
of the
Corporate Governance section of the Annual
Financial Statements. |
| 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.
|
| |
See pages 42 to 66 of the
Corporate Governance
section of the Annual Financial Statements. |
| 3.4 |
Board level process for
overseeing the organisation?s identification and
management of economic, environmental, and social
risks and opportunities.
|
| |
See pages 49 to 60 in the
Corporate Governance
section of the Annual Financial statements for a
comprehensive discussion on Risk management and
internal control. |
| |
See
Remuneration report on page 63 of the Annual
Financial Statements. |
| 3.6 |
Organisational structure and
key individuals responsible for oversight,
implementation, and audit of economic,
environmental, social and related policies.
|
| |
See pages 42 to 66, the
Corporate Governance
section of the Annual Financial Statements, for a
comprehensive discussion, pages 37 to 38 for a
description of
Directors and executive management
and pages 66 to 75 for the
Directors? report. |
| 3.8 |
Mechanisms for shareholders
to provide recommendations or direction to board of
directors.
|
| |
See discussion on communication with
shareholders on page 61 of the
Corporate Governance
section of the Annual Financial Statements. |
