DekaBank Sustainability Strategy
|
|
- Buddy Lang
- 8 years ago
- Views:
Transcription
1 DekaBank Sustainability Strategy
2 Contents Page 1. Our viewpoint 3 Challenge and opportunity 2. Guidelines for action Sustainability as an integrated approach Sustainable corporate governance Environmental management / sustainable banking Sustainable human resources management Sustainable banking products Social responsibility Communication 6 3. Sustainability management Roles Overall process 8 All-around responsibility with an integrated approach Institutionalised process for formulating and implementing suitable measures 2
3 1. Our viewpoint The international community of the 21st century is confronted with global challenges forcing society to reconsider and question current ways of thinking. These challenges require politicians, private individuals and companies to deal proactively with the changes, and modify their actions to meet changing conditions, such as climate change, the diminishing supply of natural resources, the growing prosperity gap, and the increasingly clearer effects of demographic change in the developed economies. The financial services sector must also take responsibility. Business models and products must be developed to meet these challenges and the changing needs of mankind. As public institutions, savings banks must play a special role. European savings banks stand out for their deep, long-term ties to their regions. Savings banks traditionally help to improve living conditions in their surrounding area, promote local economic development, and strengthen social cohesion. These ties represent the central element of the continuously developing, integrated sustainability strategy of the European Savings Bank Group, which takes economic, environmental and social factors into consideration. The objective of the ESBG's sustainability strategy is to create added value for all savings bank stakeholders investors, suppliers, employees, and the region in which they operate. The ESBG's sustainability orientation is also reflected at the national level. The business strategy of the German Savings Bank Association (DSGV) states that its business activities are aimed at the common good. It public status provides a framework that allows its strategies and decisions to deviate from an exclusive orientation toward short-term expected returns, and instead aim at the long-term creation of value. The DSGV's business plans explicitly indicate how important it is for business policy to address changing environmental factors, sustainable products and social factors. The Mission 2012 approved by DekaBank's Board of Management acknowledges this by adopting a business orientation that is sustainable in economic, environmental and social terms. The objective is to ensure lasting business performance that takes into account the environment and the needs of society. Beginning in 2009, DekaBank has set itself specific, binding sustainability targets for achieving this objective. 3
4 2. Guidelines for action 2.1. Sustainability as an integrated approach "Sustainability implies meeting the needs of the present without compromising the ability of future generations to meet their own needs." (World Commission on Environment and Development, UN, 1987) We believe that it is necessary for the Company to take changes in market and environmental conditions into account in order to ensure its continued existence, and that this is an opportunity for us, as part of society, to develop appropriate solutions for the future. We will systematically minimize the risks presented by global challenges, and, to the greatest extent possible, take advantage of the economic opportunities that they offer for the benefit of our clients, owners and employees. Our sustainability strategy is based on an integrated approach that has the objective of creating lasting added value for our stakeholders. It contains the guidelines that determine our decisions and actions, and a set of criteria against which we can be measured. We make sustainability a fundamental principle of our corporate culture, as is documented in our Mission Our integrated approach to sustainability includes six areas of activity: Sustainable corporate governance Environmental management / sustainable banking Sustainable human resources management Sustainable banking products Social responsibility Communication DekaBank integrated approach to sustainability Nachhaltige Sustainable Unternehmensf corporate governance ührung Environmental Umwelt - Nachhaltiges Sustainable Nachhaltige Sustainable management/ / Pe human rsonal - Bankprodukte banking Nachhaltiger sustainable management resources products Bankbetrieb banking management GeseSocial llschaf t - responsibility liches Engagement Kommunikation Communication 4
5 2.2. Sustainable corporate governance We are committed to a sustainable business strategy in economic, environmental and social terms DekaBank uses a sustainable business model We use our "sustainable economic result" as a key measure of performance This measure of results can only be improved by responsible long-term, risk-oriented thinking and action All DekaBank Group employees take part in our efforts. Managers have a particular responsibility because of their function as role models 2.3. Environmental management / sustainable banking DekaBank is reducing the negative environmental effects of its business operations, thereby simultaneously reducing its costs for resource consumption We promote the environmental awareness of all our employees We use natural resources sparingly and in an environmentally friendly way We promote sustainable commitment to the environment that extends beyond legal minimum standards We involve our business partners in our environmental protection activities We use uniform criteria to regularly evaluate relevant environmental factors and prepare an environmental report We set objectives and develop measures for continuously improving our environmental impact 2.4. Sustainable human resources management We hire qualified employees for DekaBank taking into account demographic changes and promote long-term employee loyalty to the Company We feel that our employees and their expertise is one of our most important resources, and therefore view commitment to our employees as a strategic investment We promote key qualifications that are practical and important for the success of the Company, and support the long-term performance and learning of all employees We systematically promote equal opportunity and the long-term performance of our employees by using active healthcare management and measures that create a work-life balance by, in particular, reconciling work and family needs 5
6 2.5. Sustainable banking products We develop products to meet the social and environmental requirements of a growing group of clients who are conscious of their consumption, and take advantage of the opportunity to use our investment decisions to provide important stimulus to capital markets. In addition, we use sustainability criteria to minimise the risks arising from our transactions for the Company, and for society We comply with internationally recognised sustainability standards in our business activities We develop sustainable investment products that meet the needs of our institutional and retail clients We take sustainability factors into account throughout our financing operations in order to avert risks to society and the Company We avoid loan decisions that are unjustifiable from an environmental, social or ethical viewpoint We use sustainability standards in our real estate fund business and for our own properties 2.6. Social responsibility We see ourselves as an active member of society and create social added value We are involved in the areas of science, culture, social issues and sports We invest working time and know-how in (sustainable) partnerships We support the personal social involvement of our employees Our forward-looking actions are also based on knowledge of our historical origins 2.7. Communication Our communications are characterised by transparency and openness We report regularly on the results and progress achieved by our efforts and actions We feel that maintaining a transparent, self-critical dialogue with DekaBank stakeholders represents an opportunity to further develop the Company 6
7 3. Sustainability management 3.1. Roles Our goal is to enable employees to contribute ideas to the change process, work together to promote change, and experience concrete changes in their local environment. At the same time, however, strategic goals and framework conditions are set centrally, to enable us to further develop in the direction of our objectives in our areas of activity. DekaBank integrated approach to sustainability Coordinated by Group Development Compliance Board of Management Sustainability Round Table Mentors (for themes and measures) Environmental - officer Assistance communications link Strategic guidelines Operational responsibility Board of Management The Board of Management is responsible for DekaBank's sustainability strategy and is the body responsible for all decisions related to this strategy. It sets the objectives to be achieved by the Company. Firmly establishing sustainability at the Board of Management level allows the strategy to be implemented consistently in all areas of the Company. The Board of Management also approves DekaBank's annual Sustainability Report. "Sustainability Round Table" The "Sustainability Round Table" is the communications link between the Board of Management and Group units, and is comprised of members of top management and the Environmental Officer for this purpose. This body provides advice on strategic questions, prepares Board of Management decisions, initiates the annual programme of measures, and monitors their implementation. During the course of its activities, the "Sustainability Round Table" coordinates closely with all functional units concerned. It submits the Sustainability Report together with the units responsible for the Group Annual Report. Mentors Mentors assist with sustainability projects and measures at the operational level in the individual topic areas. Mentors are recruited at all levels of the hierarchy throughout the entire Group to ensure that their duties are optimally performed. Mentors 7
8 also represent the source of new ideas for our sustainability strategy, discussing and developing new ideas and measures in discussion round tables. Group Development The Group Development unit coordinates sustainability themes with all units concerned within the Company, acts as a driving force for all areas of activity in the sustainability strategy, and prepares statements for inquiries by rating agencies. Group Development is also responsible for implementation and cost controlling for the programme of measures. Environmental Officer The Environmental Officer is appointed by the Board of Management, and is responsible for DekaBank environmental management. An ISO certified environmental management system has been implemented, aimed at implementing environmental policy within the Company and continuously reducing the negative environmental effects of our business activities. Internal Communications/Alliance Communications/External Communications These units are responsible for reporting on DekaBank Group sustainability activities. The main focus is on preparing the annual Sustainability Report. The communications units also respond to third party inquiries jointly with all the units concerned and Group Development, and are responsible for emergency communications. Compliance DekaBank's sustainability strategy is supported by the Compliance unit, which is responsible for monitoring and compliance with codes of conduct within the Group. The continued existence of the DekaBank Group depends on the confidence that its clients, shareholders and the public have in its services and integrity. This confidence is especially affected by the conduct of our employees. It is therefore essential that the highest ethical standards be maintained in order to safeguard the reputation of the DekaBank Group at all times. The employee code of ethics provides a framework to guide our actions, and forms the foundation for an open, transparent and legally compliant corporate culture. The money laundering unit is responsible for compliance with the Money Laundering Act (Geldwäschegesetz), protecting the DekaBank Group from being misused for money laundering purposes, and managing compliance with EU embargo measures. The data protection unit is responsible for implementing requirements under the Federal Data Protection Act (Bundesdatenschutzgesetz), and protecting against misuse of client and employee personal data. The central focus of compliance activities is on regular, mandatory training of all DekaBank employees on compliance-related topics Overall process A permanent sustainability management system will be installed in the Group to ensure long-term improvement in DekaBank's sustainability performance. A programme of measures with specific objectives is prepared each year based on the guidelines for each area of activity. Each measure is assigned to a mentor, who assists with its operational implementation. An associated controlling unit ensures the programme is implemented and clearly indicates in timely fashion any areas needing adjustment. DekaBank publishes a Sustainability Report each year that provides information on its sustainability strategy, and reports on activities during the reporting period and measures approved for the coming twelve months. The Group Development unit coordinates the management process. 8
9 DekaBank sustainability management process Guidelines Leitlinien G Nachhaltige Sustainable Unternehmensf corporate hrung governance ü hrung ü hrung Maß ß nahmen - - Controllling of measures controlling Umwelt - Nachhal - Nachhal - Gesell - Environmental Umwelt manage - - Sustainable tiges Sustainable tige schaft - management/ Na iges a- ft management ment / human chhaltiges banking Social Gesellschaft - tige Personal - Nachhaltige sustainable resources Personal - products Bank - responsibility liches liches Nachhaltiger Bankprodu d kte u k t e banking management Bankbetrieb - produkte Engagement - ment ment Kommunikation Communication Formulation Formulierung Maß of measures nahmen ß nahmen Implementation Umsetzung der der of Ma Ma measures ß nahmen ß nahmen 9
10 tt/03/jjjj DekaBank Deutsche Girozentrale Mainzer Landstraße Frankfurt P.O. Box Frankfurt Telephone: (0 69) Fax: (0 69)
CORPORATE SOCIAL RESPONSIBILITY STRATEGY
Approved by the Board of Directors of MDM Bank, OAO Minutes No. 08 dated July 27, 2007 CORPORATE SOCIAL RESPONSIBILITY STRATEGY Moscow 2007 GOALS AND PRINCIPLES 2 The Bank s mission and key values MDM
More informationSustainability guidelines of KfW Bankengruppe. The sustainability guidelines of KfW Bankengruppe consist of three interdependent elements:
The sustainability guidelines of KfW Bankengruppe consist of three interdependent elements: The sustainability mission statement defines the guiding framework for joint action and work. The sustainability
More informationETUCE Policy Paper on School Leadership
ETUCE Policy Paper on School Leadership Submitted for adoption by the ETUCE Committee to the ETUCE Conference, the Regional Conference of Education International, meeting in Budapest on 26-28 November
More informationSustainability in Global Supply Chains Information and Guidance for Companies
Sustainability in Global Supply Chains Information and Guidance for Companies econsense Discussion Paper Publisher/Editor: econsense Forum for Sustainable Development of German Business Oberwallstraße
More informationAB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way
AB Volvo, 405 08 Göteborg, Sweden Ref No 953810003, August 2009 The Volvo Way index Preface Our mission Customers first Customer focus Clear objectives Quality, safety, environmental care Continuous improvements
More informationA Guide to Corporate Governance for QFC Authorised Firms
A Guide to Corporate Governance for QFC Authorised Firms January 2012 Disclaimer The goal of the Qatar Financial Centre Regulatory Authority ( Regulatory Authority ) in producing this document is to provide
More informationUPC International Relations Plan 2003-2006 Servei de Comunicació Institucional de la UPC, 2003 (7077) Contents Introduction Teaching Subsection 1: The European Higher Education Area Subsection 2: The internationalisation
More informationJoint conclusions of the Spanish Presidency EU Youth Conference youth employment and social inclusion, Jerez, Spain 13-15 April 2010
Joint conclusions of the Spanish Presidency EU Youth Conference youth employment and social inclusion, Jerez, Spain 13-15 April 2010 Youth Employment is the common theme of the three EU Youth Conferences
More information13 ENVIRONMENTAL AND SOCIAL MANAGEMENT SYSTEM
13 ENVIRONMENTAL AND SOCIAL MANAGEMENT SYSTEM This ESIA has identified impacts (both positive and negative) to the physical, natural and socio-economic environments, as well as to community and worker
More informationESG Integration - our approach. Nordea Asset Management
ESG Integration - our approach Nordea Asset Management Table of Contents Our mission 5 Nordea Asset Management 6 ESG and the investment process 8 Our ESG products 11 3 4 Our mission is to deliver returns
More informationISS Institutional Shareholder Services Inc.
ISS Compliance Statement to Japan s Stewardship Code August 2014 ISS is pleased to submit the following Compliance Statement to Principles for Responsible Institutional Investors, Japan s Stewardship Code
More informationA systematic comparison of the German Sustainability Code with the principles of the UN Global Compact and the OECD Guidelines for Multinational
A systematic comparison of the German Sustainability Code with the principles of the UN Global Compact and the OECD Guidelines for Multinational Enterprises STRATEGY Strategic Analysis, Strategy and aims
More informationGeneral Corporate Social Responsibility Policy 20/10/15
General Corporate Social Responsibility Policy 20/10/15 CONTENT GENERAL CORPORATE SOCIAL RESPONSIBILITY POLICY 3 OBJECTIVES 3 1. Objectives of the General Corporate Social Responsibility Policy 3 PRINCIPLES
More informationFeatures Article 2: Financial Management Practice and Good Governance 1. Introduction 2) The administrative function 3) The finance function
Features Article 2: Financial Management Practice and Good Governance 1. Introduction Financial management is one of the basic functions practice in all organisations. It is the way forward and represents
More informationIs securing personal information a priority? Reassure clients and achieve data protection compliance with BS 10012
Is securing personal information a priority? Reassure clients and achieve data protection compliance with BS 10012 Make protection of personal information your priority and safeguard your reputation. Comply
More informationNORTH ATLANTIC TREATY ORGANIZATION STRATEGIC PLAN
NORTH ATLANTIC TREATY ORGANIZATION STRATEGIC PLAN 27 March 2015 INTERNATIONAL BOARD OF AUDITORS FOR NATO (IBAN) STRATEGIC PLAN 2015-2019 1 TABLE OF CONTENTS Page No. 1. IBAN AT A GLANCE 3 2. OVERVIEW 3
More informationProcurement and Contract Management Strategy 2013-2017
Procurement and Contract Management Strategy 2013-2017 Title Owner Version 1 Distribution Procurement and Contract Management Strategy 2013 2017 Procurement and Performance Manager Corporate Issue date
More informationCORPORATE GOVERNANCE GUIDELINES WD 40 COMPANY
CORPORATE GOVERNANCE GUIDELINES WD 40 COMPANY The following Corporate Governance Guidelines (the Guidelines ) have been adopted by the Board of Directors (the Board ) of WD 40 Company (the Company ) to
More informationYIT Business Principles
YIT Business Principles Contents 1 Mission, vision and values the basis of YIT s way of working 4 2 YIT Leadership Principles 6 3 YIT s relationship with its stakeholders 8 3.1 Relationship with YIT s
More informationBusiness Charter for Social Responsibility
Business Charter for Social Responsibility This Charter describes the spirit, style and behaviours we will adopt and will expect our partners/suppliers to adopt as we jointly work together in an open,
More informationCODE OF CONDUCT. It s how we do what we do
CODE OF CONDUCT It s how we do what we do 2 FOREWORD Our organization brings together people from a wide range of cultural backgrounds all with different skills and different viewpoints. The diversity
More informationJob Description. Radiography Services Manager
Job Description Radiography Services Manager Professionally accountable to: Head of Nursing and Clinical Services Key working relationships: Key reporting relationships: All Radiographers, Consultant Radiologists,
More informationHow To Be A Responsible Corporate Citizen
Page: 1 di 16 CODE OF ETHICS Previous version: n. 00 Issued and approved: Board of Directors of DSN Date: 29 Maggio 2008 Page: 2 di 16 INTRODUCTION d'amico Società di Navigazione S.p.A. (hereinafter the
More informationBEST PRACTICES CATALOGUE
1. BEST PRACTICES at ORLEN Upstream ORLEN Upstream conducts every stage of its activity by the principles of sustainable development and Corporate Social Responsibility. Representing the biggest company
More informationThe Asset Management Landscape
The Asset Management Landscape ISBN 978-0-9871799-1-3 Issued November 2011 www.gfmam.org The Asset Management Landscape www.gfmam.org ISBN 978-0-9871799-1-3 Published November 2011 This version replaces
More informationQuality of Logistics Services A journey towards customer driven operational excellence along the supply chain
Quality of Logistics Services A journey towards customer driven operational excellence along the supply chain Dr Stephan Freichel Mobility Forum Stuttgart Agenda Quality: Definition and Basics Service
More informationCare Providers Protecting your organisation, supporting its success. Risk Management Insurance Employee Benefits Investment Management
Care Providers Protecting your organisation, supporting its success Risk Management Insurance Employee Benefits Investment Management Care providers are there to help those in need. But who helps the care
More informationThe globalisation of management education and the value of AACSB accreditation. Stephen Watson November 2009
The globalisation of management education and the value of AACSB accreditation Stephen Watson November 2009 Overview The globalisation of management education The nature of accreditation The spread of
More informationReputation. Further excellence. business continuity. risk management. Data security
Reputation competitive advantage speed to market safety Further excellence trust Data security risk management business continuity HOW CAN YOU CREATE AND SECURE SUSTAINABLE BUSINESS? SOLUTIONS FOR MANAGING
More informationTR CMS 101:2011. Standard for Compliance Management Systems (CMS)
TR CMS 101:2011 Standard for Compliance Management Systems (CMS) of TÜV Rheinland, Cologne Total scope: 22 pages Contents Foreword....- 3-0 Introduction... - 5-1 Field of application... - 5-2 Aims of the
More informationAarhus University's policy for quality assurance in education
Aarhus University's policy for quality assurance in education Purpose of quality assurance The purpose of the quality assurance policy is to establish a common set of core values for quality assurance
More informationStatement of Guidance
Statement of Guidance Internal Audit Unrestricted Trust Companies 1. Statement of Objectives 1.1. To provide specific guidance on Internal Audit Functions as called for in section 3.6 of the Statement
More informationCOMMUNICATION ON PROGRESS. Statement SAP YEAR 2008
COMMUNICATION ON PROGRESS SAP YEAR 2008 Statement SAP is an early endorser of the United Nations Global Compact with signature recorded in 2000. We remain committed to promoting all ten principles both
More informationDanisco A/S. Corporate Governance Policy
Danisco A/S Corporate Governance Policy Introduction and conclusion Below is a detailed review of Danisco s compliance with the Committee on Corporate Governance s recommendations for corporate governance
More informationAPPLICABLE TO: Flow Systems Group and all employees. Risk Management
PURPOSE: Flow Systems is committed to managing its risks and ensuring compliance with all relevant laws and regulations in a proactive, on-going and positive manner. This document outlines Flow s Risk
More informationAUDIT REPORT, SUMMARY. Summary. Vattenfall a competitive leader in energy transition? (RiR 2015:6) SWEDISH NATIONAL AUDIT OFFICE
AUDIT REPORT, SUMMARY 1 Summary Vattenfall a competitive leader in energy transition? (RiR 2015:6) SWEDISH NATIONAL AUDIT OFFICE 1 Vattenfall a competitive leader in energy transition? The Swedish National
More informationINSPIRE AND GROW YOUR BUSINESS IN THE 21 ST CENTURY BUSINESS CHARTER FOR SUSTAINABLE DEVELOPMENT
INSPIRE AND GROW YOUR BUSINESS IN THE 21 ST CENTURY BUSINESS CHARTER FOR SUSTAINABLE DEVELOPMENT ICC CHARTER FOR SUSTAINABLE DEVELOPMENT 3 INSPIRE AND GROW YOUR BUSINESS IN THE 21 ST CENTURY BUSINESS CHARTER
More informationManagement of Information Systems. Certification of Secure Systems and Processes
Management of Information Systems Certification of Secure Systems and Processes Information Security Management System (ISMS) ISO 27001 Protecting valuable information Information is an asset whose loss,
More informationCorporate Social Responsibility Policy
Corporate Social Responsibility Policy 2 Content 1 Motivation 3 1.1 What do we want to achieve? 3 2 Definition and policy 4 2.1 What is our ambition 4 2.2 Stakeholders 4 3 Delineation and scope 5 4 Ambitions
More informationA CFO s Guide to Corporate Governance
A CFO s Guide to Corporate Governance By Linda D. Henman, Ph.D. Few people can define governance in concrete terms, yet it remains one of those allencompassing words that people use frequently. The dictionary
More informationGLENDALE GROUNDS MANAGEMENT CONTRACT MANAGER
GLENDALE GROUNDS MANAGEMENT CONTRACT MANAGER BACKGROUND Glendale Managed Services, the green services division of Parkwood Holdings Plc, has revenues of 45 million. Glendale operates throughout the UK
More informationCORPORATE GOVERNANCE TREASURY WINE ESTATES ANNUAL REPORT FY2014 / 33
CORPORATE GOVERNANCE This corporate governance statement outlines the corporate governance framework that has been established by Treasury Wine Estates Limited (the Company) and its group of companies
More informationThe IP3 accreditation process. Bob Hart Chief Assessor September 2008
Pr The IP3 accreditation process Bob Hart Chief Assessor September 2008 Stages of assessment 1. Association responds to the guidelines in the form of a self evaluation 2. Consultation on Panel membership
More informationHow To Be A Responsible Leader
LVMH GROUP CODE OF CONDUCT I II III FOREWORD PRINCIPLES IMPLEMENTATION AND COMPLIANCE 1 I. FOREWORD The LVMH Group ( LVMH ) aims to be the undisputed leader of the luxury goods sector. Its growth and long-term
More informationLeadership in public education
Leadership in public education Policy direction overview Discussion paper three Great educational leaders transform the lives of young people and enrich our whole community. They are the exceptional men
More informationKnowledge, Brands and Customer Loyalty
Knowledge, Brands and Customer Loyalty as a Critical Success Factor Assets and machines alone no longer determine the worth of a business. The focus in management is turning more and more to employee knowledge
More information_experience the commitment TM. We deliver. responsibly
_experience the commitment TM We deliver responsibly Corporate social responsibility roadmap 2011 2 Corporate Social Responsibility Our dream To create an environment in which we enjoy working together
More informationCorporate Governance in D/S NORDEN
Corporate Governance in D/S NORDEN Contents: 1. The role of the shareholders and their interaction with the management of the company... 2 2. The role of the stakeholders and their importance to the company...
More informationCORPORATE SOCIAL RESPONSIBILITY FACTORS OF PERFORMANCE AND COMPETITIVENESS SVOČ FST 2008
CORPORATE SOCIAL RESPONSIBILITY FACTORS OF PERFORMANCE AND COMPETITIVENESS SVOČ FST 2008 Marcela Srchová, West Bohemia University, Univerzitni 8, 306 14 Pilsen Czech Republic ABSTRACT Corporate Social
More informationBUSINESS CHARTER FOR SUSTAINABLE DEVELOPMENT
English Anglais BUSINESS CHARTER FOR SUSTAINABLE DEVELOPMENT How to inspire and grow your business in the 21 st century ECONOMIC INNOVATION ENVIRONMENTAL INNOVATION GOVERNANCE & COLLABORATION SOCIETAL
More informationGeneral Syllabus for Ph.D. Studies in Political Science at Stockholm University (this is a translation of the original document in Swedish)
General Syllabus for Ph.D. Studies in Political Science at Stockholm University (this is a translation of the original document in Swedish) Adopted by the Faculty of Social Sciences on 3 April 2012, Revised
More informationCharities & Not for Profit Protecting your organisation, supporting its success. Risk Management Insurance Employee Benefits Investment Management
Charities & Not for Profit Protecting your organisation, supporting its success Risk Management Insurance Employee Benefits Investment Management Charities are there to help those in need. But who helps
More informationThe Atlas Copco Group. Business Code of Practice
The Atlas Copco Group Business Code of Practice Contents The Atlas Copco Group Business Code of Practice The Atlas Copco Group 1 The Atlas Copco Group 1 First in Mind First in Choice 2 Core values 3 4
More informationResponse of the German Medical Association
Response of the German Medical Association To the Green Paper on mobile Health ( mhealth ) of the European Commission Berlin, 3 July 2014 Bundesärztekammer Herbert-Lewin-Platz 1 10623 Berlin We are grateful
More informationPROCUREMENT STRATEGY. Charity number SC004401
Charity number SC004401 PROCUREMENT STRATEGY 1.PURPOSE... 2 2.OUR ROLE... 2 3. STRATEGIC VISION... 2 4.SPEND DATA... 3 5. ROAD MAP... 4 6. STRATEGIC INTENT... 4 7. OBJECTIVES... 5 7.1 Efficiency Objectives...
More informationMake your career work for you. Sanlam Financial Advisers
Make your career work for you Sanlam Financial Advisers For more than This is Sanlam At Sanlam, we understand that people have hopes and dreams - hopes for themselves, for their children, for their future.
More informationMUSEUM VICTORIA ONLINE STRATEGY
MUSEUM VICTORIA ONLINE STRATEGY November 2007 VISION A dynamic online presence that integrates and coordinates knowledge sharing, discoverability and access. BACKGROUND Museum Victoria s online presence
More informationPress Release. Major Elements of the Consolidated Accounts. Balance Sheet
Presse und Kommunikation MAIN TOWER Neue Mainzer Straße 52-58 60311 Frankfurt am Main www.helaba.de Tel.: +49 (0) 69 / 9132 2192 Wolfgang Kuß E-Mail: wolfgang.kuss@helaba.de Ursula-Brita Krück E-Mail:
More informationUniversity of Turku HUMAN RESOURCES POLICY
University of Turku HUMAN RESOURCES POLICY Publisher Turun yliopisto Layout Mirja Sarlin Suomen Yliopistopaino Oy Uniprint 2012 University of Turku HUMAN RESOURCES POLICY Approved by the Board 28 March
More informationDelphi Automotive PLC. Corporate Governance Guidelines
Delphi Automotive PLC Corporate Governance Guidelines TABLE OF CONTENTS DELPHI VISION AND VALUES... 3 Delphi Vision: Why We Exist and the Essence of Our Business... 3 Delphi Values: How We Conduct Ourselves...
More informationInformation Governance Strategy & Policy
Information Governance Strategy & Policy March 2014 CONTENT Page 1 Introduction 1 2 Strategic Aims 1 3 Policy 2 4 Responsibilities 3 5 Information Governance Reporting Structure 4 6 Managing Information
More informationWant to exceed customer expectations and stand out from the crowd? Third party approval of management systems from BRE Global. www.bre.co.
Want to exceed customer expectations and stand out from the crowd? Third party approval of management systems from BRE Global www.bre.co.uk Demonstrate your commitment to quality Quality Management Systems
More informationCompany Synlait Milk Ltd Date: August 2014
Position Reports to Senior Marketing Advisor Marketing and Communications Manager Company Synlait Milk Ltd Date: August 2014 Location 1028 Heslerton Road, Dunsandel, Canterbury Purpose Our marketing champion,
More informationAPES 320 Quality Control for Firms
APES 320 Quality Control for Firms APES 320 Quality Control for Firms is based on International Standard on Quality Control (ISQC 1) (as published in the Handbook of International Auditing, Assurance,
More informationBUSINESS CHARTER FOR SUSTAINABLE DEVELOPMENT
BUSINESS CHARTER FOR SUSTAINABLE DEVELOPMENT Pre Principles to guide business action to support sustainable development Prepared by the ICC Commission on Environment and Energy Task Force on Green Economy
More informationCorporate Governance in New Zealand Principles and Guidelines
CONSULATION DRAFT: November 2014 CONSULTATION DRAFT November 2014 Corporate Governance in New Zealand Principles and Guidelines A handbook for directors, executives and advisers Auckland Office Level 5,
More informationMANAGEMENT SYSTEM FOR A NUCLEAR FACILITY
GUIDE YVL A.3 / 2 June 2014 MANAGEMENT SYSTEM FOR A NUCLEAR FACILITY 1 Introduction 5 2 Scope of application 6 3 Management system 6 3.1 Planning, implementation, maintenance, and improvement of the management
More informationPOSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas
POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011
More informationPolicy on Corporate Social Responsibility
Policy on Corporate Social Responsibility Policy vestjyskbank s Policy on Corporate Social Responsibility (CSR) sets out the Bank s voluntary efforts to integrate social and environmental considerations
More informationUNITED NATIONS GLOBAL COMPACT COMMUNICATION ON PROGRESS 2011
COMMUNICATION ON PROGRESS 2011 UNITED NATIONS GLOBAL COMPACT ABOUT NIRAS NIRAS is an international, multidisciplinary engineering and consultancy company. We provide sustainable technical solutions for
More informationQUALITY MANAGEMENT PRINCIPLES
QUALITY MANAGEMENT PRINCIPLES The following text is an integral reproduction of the content of the document "Quality Management Principles". Introduction This document introduces the eight quality management
More informationSuperintendent Effectiveness Rubric*
Public Document 3 Purpose: Outlines the standards that are the foundation for the evaluation. Name of Superintendent: Date: Performance Rating Scale: Distinguished (4) Accomplished (3) standards for most
More informationKING III CORPORATE GOVERNANCE COMPLIANCE REGISTER
KING III CORPORATE GOVERNANCE REGISTER CHAPTER 1: ETHICAL LEADERSHIP AND CORPORATE CITIZENSHIP NON 1.1. The board should provide effective leadership based on an ethical foundation 1.2. The board should
More informationWOLTERS KLUWER COMPANY VALUES AND BUSINESS PRINCIPLES
WOLTERS KLUWER COMPANY VALUES AND BUSINESS PRINCIPLES Mission statement and introduction Wolters Kluwer s customers face critical decisions every day; and the need to get them right. That is why Wolters
More informationAssociation for Project Management Business Management System
Association for Project Management Business Management System December 2012 2 Association for Project Management About APM Formed in 1972, the Association for Project Management (APM) is committed to developing
More informationCommission Sustainability and Organizational Success in 2015
Business Plan 2015 Published January 2015 BUSINESS PLAN 2015 CONTENTS Contents... 2 Introduction... 2 Commission Strategy Statement... 3 How the Commission sets its priorities... 5 Our major priorities
More informationCONCLUSIONS AND IMPLICATIONS. 1. Jobs, an urgent challenge. 2. Opportunities for job creation
CHAPTER 11 CONCLUSIONS AND IMPLICATIONS 1. Jobs, an urgent challenge The world is facing an enormous jobs challenge, a challenge that is twofold. First, 600 million jobs must be created by 2020. Second,
More informationFINANCIAL MARKETS AUTHORITY CORPORATE GOVERNANCE IN NEW ZEALAND. Principles and Guidelines A handbook for directors, executives and advisers
FINANCIAL MARKETS AUTHORITY CORPORATE GOVERNANCE IN NEW ZEALAND Principles and Guidelines A handbook for directors, executives and advisers www.fma.govt.nz AUCKLAND OFFICE Level 5, Ernst & Young Building
More informationHong Kong Housing Authority, Its Role and Functionality
About the Hong Kong Housing Authority Our Vision, Mission and Core Values Our Role and Services Human Resources Material Aspects Governance Structure and Management The Hong Kong Housing Authority (HA)
More informationCorporate Social Responsibility Best Practice Principles The Far EasTone Telecommunications Co., Ltd. Approved by Board of Director Meeting on
Article 1 Article 2 Article 3 Article 4 Article 5 Corporate Social Responsibility Best Practice Principles The Far EasTone Telecommunications Co., Ltd. Approved by Board of Director Meeting on 2015/7/30
More informationEvolutionary different.
Evolutionary different. 2010 COREALCREDIT BANK AG, Frankfurt am Main Design: LinusContent AT A GLANCE COREALCREDIT is the real estate financier assisting real estate professionals in Germany with flexibility,
More informationOLD MUTUAL S RESPONSIBLE INVESTMENT POLICY
OLD MUTUAL S RESPONSIBLE INVESTMENT POLICY >> CONTENTS 1 OLD MUTUAL S RESPONSIBLE INVESTMENT POLICY 01 Our understanding of responsible investment Responsible investment compared to investment in sustainability
More informationNotion VTec Berhad (Company No. 637546-D) Board Charter
1. Introduction In achieving the objectives of transparency, accountability and effective performance for Notion VTec Berhad ( Notion or the Company ) and its subsidiaries ( the Group ), the enhancement
More information- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
. Board Charter - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1. Interpretation 1.1 In this Charter: Act means the Companies
More informationPlanning Policy Statement 2015
Planning Policy Statement 2015 Introduction It is just over 50 years since national planning legislation was first implemented in Ireland. The Government wishes to reaffirm its strong belief in the value
More informationLeadership Principles
Leadership Principles HeidelbergCement has been built through the character of its people. That character is reflected in the company s values, which have been fundamental to our corporate history for
More informationIntroduction. Note for the reader. Translation of the Partos Code of Conduct, Oct 2012
Translation of the Partos Code of Conduct, Oct 2012 Introduction Partos members are professional organisations that work in the field of International Collaboration. Their activities take place both here
More informationGuide to the National Safety and Quality Health Service Standards for health service organisation boards
Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian
More informationAwareness-raising questionnaire
1. Introduction This questionnaire will help you think about your company s efforts towards responsible entrepreneurship by raising questions on the possible ways you could improve your business in a profitable
More informationGuide to Public Company Auditing
Guide to Public Company Auditing The Center for Audit Quality (CAQ) prepared this Guide to Public Company Auditing to provide an introduction to and overview of the key processes, participants and issues
More informationCODE OF CONDUCT Ethical rules and guidelines
CODE OF CONDUCT Ethical rules and guidelines CONTENT Introduction... 3 Our customers... 5 Employees... 7 The world around us... 9 Communication & dialog... 11 Security, theft & loss... 13 Environment...
More informationstrategic plan and implementation framework 2013-2018
strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting
More informationCORPORATE PRINCIPLES. Corporate Principles of the Witzenmann Group. Witzenmann GmbH
CORPORATE PRINCIPLES Corporate Principles of the Witzenmann Group Witzenmann GmbH Östliche Karl-Friedrich-Str. 134 75175 Pforzheim Phone +49 7231 581-0 Fax +49 7231 581-820 wi@witzenmann.com www.witzenmann.de
More informationINTERNAL AUDIT CHARTER AND TERMS OF REFERENCE
INTERNAL AUDIT CHARTER AND TERMS OF REFERENCE CHARTERED INSTITUTE OF INTERNAL AUDIT DEFINITION OF INTERNAL AUDIT Internal auditing is an independent, objective assurance and consulting activity designed
More informationWHO Global Code of Practice on the International Recruitment of Health Personnel
WHO Global Code of Practice on the International Recruitment of Health Personnel Preamble The Member States of the World Health Organization, Recalling resolution WHA57.19 in which the World Health Assembly
More informationPEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ
PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of
More informationA Strategy for Growth and Improvement 2014-2016
Higher Education Strategy A Strategy for Growth and Improvement 2014-2016 February 2014 1 College Mission, Vision, Core Values, Strategic Objectives and Key Priorities Our mission Helping the people of
More informationINCENTIVE FACILITIES MANAGEMENT LTD QUALITY SYSTEM MANUAL. **Commercial in confidence**
QUALITY SYSTEM MANUAL **Commercial in confidence** Table of Contents Document Control... 3 1.Company Quality... 4 1.1. Policy... 4 2.Mission and Vision Statements... 5 2.1. Vision... 5 2.2. Mission...
More informationFinancial planning. A bespoke plan for your future
Financial planning A bespoke plan for your future ABOUT US Tilney Bestinvest is a leading investment and financial planning firm that builds on a heritage of more than 150 years. We look after more than
More informationPosition Director of Business Resources and Solutions Grade 7 Department & Location
Position Director of Business Resources and Solutions Grade 7 Department & Location International Headquarters, Woking, UK or other appropriate location Date November 2015 Reports to CEO (position): Purpose:
More information