129 Social Responsibility and Sustainability Report 2016 | PRISA Appendix Highest governance body’s role in setting purpose, values, and strategy G4-42 Report the highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts. 48-52 Annual Report of Corporate Governance Board Regulations. Highest governance body’s competencies and performance evaluation G4-43 Report the measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental and social topics. Strictly speaking, in 2015 there was no specific training in economic, social and environmental issues for Board members. G4-44 a. Report the processes for evaluation of the highest governance body’s performance with respect to governance of economic, environmental and social topics. Report whether such evaluation is independent or not, and its frequency. Report whether such evaluation is a self-assessment. b. Report actions taken in response to evaluation of the highest governance body’s performance with respect to governance of economic, environmental and social topics, including, as a minimum, changes in membership and organizational practice. IAGC (p. 22-23) The Board carries out an annual assessment of the way it functions and the way its Committees function. It oversees organizational aspects as well as all things concerned with corporate governance, and those related to strategic, operative and financial strategy. The Corporate Governance Committee presents the Board with a report for this assessment and, if necessary, a plan of action to correct any deficiencies it may find. Highest governance body’s role in risk management G4-45 a. Report the highest governance body’s role in the identification and management of economic, environmental and social impacts, risks, and opportunities. Include the highest governance body’s role in the implementation of due diligence processes. b. Report whether stakeholder consultation is used to support the highest governance body’s identification and management of economic, environmental and social impacts, risks, and opportunities. 50 Annual Activity Report of Corporate Governance (sections E and F). Annual Activity Report of the Audit Committee. The highest governance body, for each identified risk or impact, gives its assessment and advises the Committee and the top managers of the company about the necessary measures to be taken in order to prevent risk, or mitigate and reduce them. G4-46 Report the highest governance body’s role in reviewing the effectiveness of the organization’s risk management processes for economic, environmental and social topics. G4-47 Report the frequency of the highest governance body’s review of economic, environmental and social impacts, risks, and opportunities. Highest governance body’s role in sustainability reporting G4-48 Report the highest committee or position that formally reviews and approves the organization’s sustainability report and ensures that all material Aspects are covered. 48-50 Prisa’s Annual Report is approved by the Board of directors. Highest governance body’s role in evaluating economic, environmental and social performance G4-49 Report the process for communicating critical concerns to the highest governance body. 50
Memoria 2016 EN_PRISA_20160315_V4 baja
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