Relatorio de gestao_2010_INGLES.indd - Efacec

98
4. GOVERNANCE
4.1 Governance Structure 14-16
4.2
Indication in the event that the president of the highest governance body is an executive director
(showing his/her functions within the organisation’s administrative structure)
4.3 Declaration of the number of independent or non-executive members 15
4.4
4.5
4.6
4.7
4.8
4.9
4.10
Mechanisms that allow shareholders and workers to make recommendations at the highest governance
level
Remuneration relationship between the highest governance level members, executive directors and
other executives in terms of organisational accomplishments (including social and environmental
accomplishments)
Processes in force at the highest governance levels in order to assure that confl icts of interest do not
occur
Process for determining members qualifi cations and understanding at the highest governance levels
in order to defi ne the organisational strategy for questions related to economic, environmental and
social topics
Mission statements, conduct codes and values and internal principles relevant to economic,
environmental and social performance, as well as overall implementation status
Procedures at the highest governance levels, for monitoring identifi cation and management levels in
terms of the organisation of economic, environmental and social performance, including relevant risks
and opportunities, in addition to adherence or conformity with agreed international standards, codes
of conduct and principles
Processes for performance self evaluation at the highest governance levels, especially in respect to
economic, environmental and social performance
Commitments to Foreign Initiatives
15-16
26
15-16
15-16
17-18
21-22; see also
www.efacec.com
Homepage > Efacec
Group > Mission and
Vision
21-22; 25; 68-69;
88-89
4.11 Explanation as to how precautionary principles are dealt with by the organisation 20; 21; 25
4.12
4.13
Charters, principles or other externally developed initiatives of economic, environmental and social
character that the organisation subscribes to or endorses
Participation within associations (such as industry federations) and/or national/international defence
organisms
Participation of Interested Parties
4.14 List of the main organisational interested parties 26
4.15 Basis for the identifi cation and selection of the main interested parties
Efacec identifi es its
main interested parties
based on the strength
of its relations (past
and future)
4.16 Means of consulting interested parties 24-26
4.17
Main questions and preoccupations noted by interested parties as a result of consultations, and how the
organisation responds to these aforementioned questions and preoccupations
5. ECONOMIC PERFORMANCE
Forms of management 25
ASPECT: ECONOMIC PERFORMANCE
EC1* Direct economic generated and distributed value 92
EC2
Financial implications and other risks and opportunities towards organisational activities due to
climatic changes
25
EC3* Coverage of obligations in terms of organisational benefi t planning 92
EC4* Signifi cant fi nancial benefi ts received through the government 92
ASPECT: MARKET PRESENCE
EC5 Proportional variation comparison between lowest salaries and the minimum local wage nd
EC6* Policies, practices and the proportion of outlay in local suppliers 66
EC7
Procedures for local contracts and the proportion of top level management members recruited from the
local community, situated in important operational units
ASPECT: INDIRECT ECONOMIC IMPACTS
EC8
Development and impact of investments on infrastructures and supplied services, generated essentially
for public benefi t via business commitments in general or non-profi t organisations
88-89
69
52-53
25
nd
85-87