Government and Management

Structure & Governance
3.1		Governance structure of the organization, including major committees under the board of directors that are responsible for setting strategy and for oversight of the organization.
3.2		Percentage of the board of directors that are independent, non-executive directors.
3.3		Process for determining the expertise board members need to guide the strategic direction of the organization, including issues related to environmental and social risks and opportunities.
3.4		Board-level processes for overseeing the organization's identification and management of economic, environmental, and social risks and opportunities.		Throughout Performance Section of 2004 Sustainable Development Report.
3.5		Linkage between executive compensation and achievement of the organization's financial and non-financial goals (e.g., environmental performance, labor practices).		See Scorecard section of 2004 Sustainable Development Report.
3.6		Organizational structure and key individuals responsible for oversight, implementation, and audit of economic, environmental, social, and related policies.		See Policies section of 2004 Sustainable Development Report.
3.7		Mission and values statements, internally developed codes of conduct or principles, and policies relevant to economic, environmental, and social performance and the status of implementation.		See Framework section of 2004 Sustainable Development Report.
3.8		Mechanisms for shareholders to provide recommendations or direction to the board of directors.		See Rio Tinto 2004 Sustainable Development Review
Stakeholder Engagement
3.9		Basis for identification and selection of major stakeholders.
3.10		Approaches to stakeholder consultation reported in terms of frequency of consultations by type and by stakeholder group.
3.11		Type of information generated by stakeholder consultations.
3.12		Use of information resulting from stakeholder engagements.
Policies & Management Systems
3.13		Explanation of whether and how the precautionary approach or principle is addressed by the organization.		See Rio Tinto 2004 Sustainable Development Review
3.14		Externally developed, voluntary economic, environmental, and social charters, sets of principles, or other initiatives to which the organization subscribes or which it endorses.
3.15		Principal memberships in industry and business associations, and/or national/international advocacy organizations.		See Rio Tinto 2004 Sustainable Development Review
3.16		Policies and/or systems for managing upstream and downstream impacts, including: - supply chain management as it pertains to outsourcing and supplier environmental and social performance: and - product and service stewardship initiatives		See Rio Tinto 2004 Sustainable Development Review
3.17		Reporting organization's approach to managing indirect economic, environmental, and social impacts resulting from its activities.		See Rio Tinto 2004 Sustainable Development Review
3.18		Major decisions during the reporting period regarding the location of, or changes in, operations.		Borax relocated production of some of its specialty products from its Wilmington, California facility to its refinery in Coudkerque, France, in 2004.
3.19		Programs and procedures pertaining to economic, environmental, and social performance. Include discussion of: priority and target setting; major programs to improve performance; internal communication and training; performance monitoring; internal and external		See Report Profile section of 2004 Sustainable Development Report.
3.20		Status of certification pertaining to economic, environmental, and social management systems.		Rio Tinto 2004 Sustainable Development Review