Overview Vision and Strategy Profile Government and Management GRI Content Index Indicators   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.   3.5   Linkage between executive compensation and achievement of the organization's financial and non-financial goals (e.g., environmental performance, labor practices).   3.6   Organizational structure and key individuals responsible for oversight, implementation, and audit of economic, environmental, social, and related policies.   3.7   Mission and values statements, internally developed codes of conduct or principles, and polices relevant to economic, environmental, and social performance and the status of implementation.   3.8   Mechanisms for shareholders to provide recommendations or direction to the board of directors.   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.   Reported on by our parent company, Rio Tinto in their 2003 Social & Environment 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.   Reported on by our parent company, Rio Tinto in their 2003 Social & Environment 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   3.17   Reporting organization’s approach to managing indirect economic, environmental, and social impacts resulting from its activities.   Throughout Performance Section of 2003 Report on Sustainability. 3.18   Major decisions during the reporting period regarding the location of, or changes in, operations.   During 2003 there were no major decisions regarding changes in our operations or locations. 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   Throughout Performance Section of 2003 Report on Sustainability. 3.20   Status of certification pertaining to economic, environmental, and social management systems.       Message from the Cheif Executive  |  Company Overview  |  Report Structure  |  Targets  |  Scorecard  |  Performance  |  Feedback Form Home  |  Contact Us  |  Borax.com