Governance, commitments, and engagement


GRI INDICATOR REFERENCES AND COMMENTS STATUS
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 V

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) V

4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members V

4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body

V


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) V

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided V

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 V

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 V

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, and adherence or compliance with internationally agreed standards, codes of conduct, and principles V

4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance V

Commitments to external initiatives
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization V

4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses V

4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization has positions in governance bodies, participates in projects or committees, provides substantive funding beyond routine membership dues; or views membership as strategic

During 2010 Novozymes will be able to publish a complete overview of Novozymes' participation in associations and advocacy organizations across all industries. Please find Novozymes' memberships within detergents and biofuels below.

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Stakeholder engagement
4.14 List of stakeholder groups engaged by the organization V

4.15 Basis for identification and selection of stakeholders with whom to engage V

4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group

Novozymes reports on the company´s approach to stakeholder engagement incl. stakeholder types and groups. Due to our type of business we have ongoing engagement and routine dialogue with a variety of stakeholders therefore it is not feasible to quantify and report periodically on this aspect. Accordingly, Novozymes reports partially on this aspect.

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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 V

 

 

 

My Report