GRI elements

GRI Contents and Requirements

Parts of COSCO Report

Administrative Department

Report on related major impacts, risks and opportunities

Two¡¢Analysis on major impacts, risks and opportunities

Strategic development Department, President Office

Governance structure and management systems
Summarization on the company's governance structure, major policies and management systems for the implementation of the vision of the sustainable development and management of its performance

B Management method and operation indexes
Part two Corporate governance structure

Structure and governance

One¡¢Structure of the organization

HR Department

Governance structure of the company, including major committees under the board of directors that are responsible for setting strategy and for oversight of the organization. Describe the responsibility scope of the major committees and point out their direct liabilities for the economic, social and environmental performance.

Two¡¢Committee

HR Department

Percentage of the board of directors that are independent, non-executive directors. Explain how the board of directors confirms the independence.

Three¡¢Corporation Governance

Strategic Development Department Director Management Office

Process for determining the expertise board members needed to guide the strategic direction of the organization, including with regard to environmental and social risks and opportunities

HR Department

Board-level processes for overseeing the organization's identification and management of economic, environmental, and social risks and opportunities

Strategic Development Department

Linkage between executive compensation and achievement of the organization's financial and non-financial goals (e.g. environmental performance, and practices for employee-employer relations, etc.)

HR Department

Organizational structure and key individuals responsible for oversight, implementation, and audit of economic, environmental, social and related policies, including the top management team under the board of directors that is responsible for directly making and implementing environmental and social policies and general organizational structures under the board of directors.

HR Department

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. Describe the implementation status of the behavior regulations with regard to the degree of the application of the behavior regulations in different regions and divisions/units of the whole organization.

Enterprise Culture Department

Mechanisms for shareholders to provide recommendations or direction to the board of directors. Related policies or procedures should be mentioned in time to reflect how the company use shareholder resolutions or other related mechanisms to help minority shareholders offer suggestions for the management team.

Strategic Development Department Director Management Office

Stakeholder engagements
The participating activities of stakeholders should include the stakeholders confirmed in the corporation profile.

B. Management measures and operation indexes

Basis for identification and selection of major stakeholders, including procedures to define the stakeholders and involved groups of the organization (enquiry of advices from related social parties).

Approaches to stakeholder consultation reported in terms of frequency of consultations by type and by stakeholder group. Investigation, keynote attention team, community team, corporation consulting team, written communication, management team/structure of trade union, and other methods can be included.

Type of information generated by stakeholder consultations, including a list of important topics and attention-getting problems brought forward by stakeholders, and confirmation of the indexes made after negotiating with stakeholders (customer satisfaction indexes survey).

Use of information resulting from stakeholder engagements, e.g. used as the basis for choosing performance, or for impacting detailed policy decisions or business decisions.