122 SOCIAL RESPONSABILITY
AND SUSTAINABILITY
REPORT
2018
GOVERNANCE
102-18 Governance structure
44-49
All committees of the Board of the Company have responsibility for decision-making on some or all economic, environmental and / or social areas: the
Executive Committee, the Audit Committee, the Corporate Governance Committee, and the Appointments and Remuneration Committee.
102-19 Delegating authority 46-47
102-20 Executive-level responsibility for economic, environmental, and social topics All committees of the Board of the Company have responsibility for decision-making on some or all economic, environmental and / or social areas: the
Executive Committee, the Audit Committee, the Corporate Governance Committee, and the Appointments and Remuneration Committee.
102-21 Consulting stakeholders on economic, environmental, and social topics
44-52
‘The Group’s different media provide institutional channels to receive suggestions, criticisms and complaints, and organize visits to their facilities in order
to engage different social groups and remain attentive to the concerns of the different stakeholders and to enrich society as a whole.
In addition, stakeholders can send their inquiries, suggestions and complaints to the corporate center, through the Department of Communications, the
Office of Investor Relations and the Shareholder Services Office. PRISA has a “policy of communication with shareholders, institutional investors and
proxy advisors”, which regulates the general principles and general information and communication channels for relations between the Company and
these groups.
PRISA is also a member of the Spanish issuers´ association, Emisores Españoles, a body representing listed companies. It’s main objectives include the
promotion of communication between companies and their shareholders, and dialogue and cooperation with the Administration, and in particular, with
the National Securities Market Commission (CNMV).
102-22 Composition of the highest governance body and its committees 44-47
102-23 Chair of the highest governance body 44-47
102-24 Nominating and selecting the highest governance body 44-47
102-25 Conflicts of interest 47
Role of highest governance body in setting purpose, values, and strategy
102-26 Role of highest governance body in setting purpose, values, and strategy
44-51
Annual Corporate Governance Report
Board of Directors Regulations
Evaluating the highest governance body’s performance
102-27 Collective knowledge of highest governance body Strictly speaking, in 2017 there was no specific training in economic, social and environmental issues for Board members. The Board of Directors carries
out an annual evaluation of the functioning of the Board and its Committees to identify areas for improvement.
102-28 Evaluating the highest governance body’s performance 47
Highest governance body’s role in risk management
102-29 Identifying and managing economic, environmental, and social impacts
49
Annual Corporate Governance Report
Board of Directors Regulations
102-30 Effectiveness of risk management processes
49
Annual Corporate Governance Report
Board of Directors Regulations
102-31 Review of economic, environmental, and social topics
49
Annual Corporate Governance Report
Board of Directors Regulations
Highest governance body’s role in sustainability reporting
102-32 Highest governance body’s role in sustainability reporting 44-47
Highest governance body’s role in evaluating economic, environmental, and social performance
102-33 Communicating critical concerns
44-49, 52, 55-57, 62-64, 70-72
When there is knowledge of the existence of a matter of critical interest, the person in charge of the matter shall inform the Chief Executive Officer shall
who submit it to the consideration of the Executive Committee or the Board of Directors.
Depending on the severity and / or urgency of the critical issue in question, the Company has the ability and flexibility to call and hold meetings of the
Board of Directors, ad hoc, and with the immediacy and provision of information as deemed necessary.