At Statoil, the way we deliver is as important as what we deliver.

Size: px
Start display at page:

Download "At Statoil, the way we deliver is as important as what we deliver."

Transcription

1 The Statoil Book

2 At Statoil, the way we deliver is as important as what we deliver.

3 Dear colleague We are on a journey together to transform Statoil into a global energy company. We have a successful history of innovation and growth, and a distinctive values-based performance culture. Our vision of crossing energy frontiers represents both past achievements and the challenges we have to solve to continue developing our great company. At Statoil, the way we deliver is as important as what we deliver. Safe, secure and efficient operations are our top priority. Together, we create value for our owners with integrity. We have a strong framework for safety improvements and a clear security policy. The Compliance and Leadership model describes how we plan, execute, evaluate and learn from any task. This is the way we work in Statoil and your commitment is needed to continue to strengthen our performance. By using the model, you and your team will deliver with precision and quality. We face an increasingly competitive and complex industry environment, growing expectations from a broad set of stakeholders and high attention towards safety performance. Our leadership profile is aimed at making Statoil even more fit to meet these realities, and will serve as a catalyst to drive performance and accelerate our journey. Our management system contains the principles, policies and requirements we need to work safely and effectively. As part of the management system, this book describes the most important policies and requirements for our entire group. The Statoil book is the foundation of how we conduct our business. It sets standards for our behavior, our delivery and our leadership, and it is clear on what is required and expected of each of us. The Statoil Book is an important tool for you in your daily work and for us as a group. I expect you to understand and follow our principles and requirements. Statoil needs your personal commitment and contribution every day to reach our goals and to be an exceptional place to perform and develop. Helge Lund President and CEO Copyright Statoil 2013 The Statoil Book - version 3.1 3

4 Contents Part I Title: The Statoil Book Version: 3.1 Valid from: 5 July 2013 Validity area: Statoil group all locations Classification: Open Owner: Function owner management system The Statoil Book will be printed in updated versions when deemed necessary. However, any changes will be updated in the electronic version as and when required, and this will always represent the most recent edition. The career model on page 21 has been inspired by Charan, R, Drotter, S & Noel, J (2001). The leadership pipeline. Liability disclaimer None of the provisions of the Statoil Book are intended to be construed as creating any right(s) enforceable by a third party and all third-party rights implied by law are, to the extent permissible by law, excluded. Our management system Introduction 8 Our responsibilities 9 Our values 12 People and leadership People partnership 16 Our leadership 17 4 Copyright Statoil 2013 The Statoil Book - version 3.1

5 Part II Part III Operating model Organisational principles 24 Ambition to Action 27 Compliance and leadership 34 Capital Value Process 36 Arenas 38 Governing documentation 39 Process owners 40 Function owners 42 Monitoring 43 Corporate policies Safety 56 Security 58 Sustainability 60 People 62 Communication 64 Risk management 66 Finance and control 68 Procurement 70 Ethics 72 Managing information 74 Corporate governance Corporate governance 48 Governing bodies 48 Authorities and internal control in Statoil 50 Appendices Appendix A Organisation Appendix B Decision authorities Appendix C Control in subsidiaries and joint ventures Appendix D Committees Appendix E Capital Value Process Appendices are available electronically Copyright Statoil 2013 The Statoil Book - version 3.1 5

6 Our management system Introduction 8 Our responsibilities 9

7 Our management system We have a management system which defines how we work and describes how we lead and perform our activities. Copyright Statoil 2013 The Statoil Book - version 3.1 7

8 Introduction Our management system has three main objectives 1. Contribute to safe, reliable and efficient operations and enable us to comply with external and internal requirements 2 Help us to incorporate our values, our people and our leadership principles in everything we do 3. Support our business performance through high-quality decisionmaking, fast and precise execution, and continuous learning Commitment to and compliance with our management system are a requirement. Our management system The Statoil Book Values People and leadership Operating model Corporate policies Function requirements Business area requirements 8 Copyright Statoil 2013 The Statoil Book - version 3.1

9 Our management system Our management system is the set of principles, policies, processes and requirements which support our organisation in fulfilling the tasks required to achieve our objectives. The management system is documented in governing documentation, which includes the Statoil Book, common function requirements as well as requirements specific to the business areas. 1. The Statoil Book covers the following topics 3. Business area requirements Our values: guiding our behaviour People and leadership: describing what we expect from our company, our people and our leaders Describe the organisation and operating model for the business areas and other organisational units. Business area requirements also include local governing documentation related to the common function and process areas. Operating model: describing our organisational principles, the way we work, and the way we manage and improve our performance Corporate governance: describing governing bodies, authorities and internal controls in our group Corporate policies: regulating our actions and decisions in important areas 2. Common function requirements Describe function requirement for function and process areas as well as work processes and technical requirements. Our responsibilities All our people are required to comply with relevant governing documentation, in addition to adhering to country-specific laws and regulatory requirements. Every leader is responsible for ensuring that their people know where to find the relevant requirements, understand how to use the management system and comply with the requirements. Leaders are role models for how to use the management system. All our people are responsible for contributing to governing documentation improvements. Copyright Statoil 2013 The Statoil Book - version 3.1 9

10 Our values Our values 12

11 Our values Our values embody the spirit and energy of Statoil. Our values are essential if we are to succeed over time in a competitive environment. They are at the core of our management system. Our values drive our performance and guide us in how we do business, and in how we work together and towards external stakeholders. Copyright Statoil 2013 The Statoil Book - version

12 Courageous Be imaginative and ambitious, and stimulate new ideas Use foresight, and identify opportunities and challenges Challenge accepted truths and enter unfamiliar territory Make clear demands on each other and push for constructive change Understand and manage risk Open Be truthful and act with integrity Be curious, work together and share experience Promote and value diversity Communicate in a precise way, give and accept constructive feedback Bring up ethical issues and challenges immediately 12 Copyright Statoil 2013 The Statoil Book - version 3.1

13 Our values Hands-on Deliver on promises Continuously develop sound expertise, demonstrate commercial awareness and customer orientation Strive for simplification and clarity, and focus on value-adding activities Act decisively and be loyal to decisions Show dedication and endurance, follow through and pay attention to important details Caring Cause zero harm to people and prevent accidents Reduce the negative impact of our activities and products on the environment Act within the law and comfortably within our own ethics policy Demonstrate social responsibility and contribute to sustainable development Respect the individual, help others to succeed and contribute to a positive working environment Copyright Statoil 2013 The Statoil Book - version

14 People and leadership People partnership 16 Our leadership 17

15 People and leadership It is our people who enable us to meet our challenges and deliver on our promises. We need your skills and personal commitment as well as effective leadership to reach our goals. We believe in involving our people and their appropriate representatives in the development of our group. Copyright Statoil 2013 The Statoil Book - version

16 People partnership We establish and grow a partnership between our group and the individual based on clear expectations and a mutual commitment to the way we behave, deliver and develop. What you should expect from our group and what the group expects from you We: Promote a stimulating work environment guided by our values and a commitment to your personal and professional development Provide a good match between your professional interests and goals and challenging and meaningful job opportunities Build a high-performing environment, and give direct feedback on your performance Recognise and reward your performance based equally on what you deliver and how you behave Value diversity and provide equal opportunities You: Live our values in all aspects of your work Recognise that change is vital to our business, commit to agreed objectives, and strive to deliver beyond expectations Take the initiative and look continuously for ways to improve performance Take responsibility for your own learning and development, continuously build new skills and share your knowledge Respect and motivate others, are a team player and create effective working relationships Are proactive in ensuring high-quality decision-making. Once a decision has been made, you promote that decision and focus your energy on its execution 16 Copyright Statoil 2013 The Statoil Book - version 3.1

17 People and leadership Our leadership If you accept leadership responsibility in Statoil, you will be required to meet expectations which go beyond the people partnership. These expectations are described in the leadership profile and in the leadership development principles. Statoil leaders have impact and deliver sustainable results Leadership profile INTEGRITY Be honest and build trust with others Be direct and raise issues early Advance our company and values in all you do, and place organisational success ahead of personal gain PERSONAL HUMILITY Know how others perceive you and how you can best influence others Continuously work on developing yourself Be humble, ask for feedback and help when needed WILLPOWER Have inner drive to enhance the performance of self, others and the business Have stamina, create optimism and energy, also in difficult times Be ambitious on behalf of the company, act decisively, drive change and be passionate about winning EXTERNAL ORIENTATION Understand external forces, create business opportunities, manage risks and adapt to reality Collaborate with stakeholders to strengthen our business and create innovative solutions Have a commercial mind-set, drive competitiveness and be cost conscious Copyright Statoil 2013 The Statoil Book - version

18 EXECUTION RIGOUR Manage the critical details, follow through and deliver on promises Collaborate across boundaries, develop and empower your team and people Have a strong focus on safety, capital efficiency, operating excellence, and compliance ACCOUNTABILITY Set clear direction, clarify responsibilities and accept your accountability Take full responsibility for whatever happens within your area, and never blame others or bad luck Celebrate and reward the right behaviour and outstanding delivery, and tackle poor performance Leadership development principles Our leaders are talent scouts, responsible for building our future leaders to meet our business goals Our leaders: drive their own development demand stretch assignments and embrace mobility develop both domain expertise and general leadership capabilities build strong and diverse teams grow the next generation of professionals and leaders 18 Copyright Statoil 2013 The Statoil Book - version 3.1

19 People and leadership is our common process for people development, deployment, performance and reward, and is an integrated part of our performance management. process 1 Ambition to Action for your team is reviewed Even Stronger Values survey is completed Pre-review meetings are held to ensure calibration of performance, potential and development Preparation November December Statoil dialogue 2 Performance appraisal of last year s delivery and behaviour is carried out My Performance Goals for the coming period are set Short- and long-term development plans are established August October January March 4 Progress is reviewed on the basis of performance goals and development plans Required actions to reach goals and fulfill development plans are discussed Additions, revisions or updates to goals and development plans are agreed Follow-up dialogue April June Capability and deployment review 3 Organisational capabilities and gaps are identified on the basis of the business strategy Development actions for individuals, teams and the organisation are agreed Deployment actions are discussed and succession candidates identified Copyright Statoil 2013 The Statoil Book - version

20 Our common career model We have a common career model for leaders and professionals which guides us in developing the expertise required to meet our business needs. It provides a clear direction for your career planning, and highlights the broad range of career opportunities which we as a group can offer. The career model is based on stages in which progression depends on your performance and potential. It supports the creation of development plans and deployment opportunities. 20 Copyright Statoil 2013 The Statoil Book - version 3.1

21 People and leadership This model enables you to develop in both the professional and leadership pipelines, and movement between the two is both possible and encouraged. The professional pipeline The leadership pipeline Copyright Statoil 2013 The Statoil Book - version

22 Operating model Organisational principles 24 Ambition to Action 27 Compliance and Leadership 34 Capital Value Process 36 Arenas 38 Governing documentation 39 Process owners 40 Function owners 42 Monitoring 43

23 Operating model The operating model is about how we manage our performance. It guides us to set the right priorities based on our values, and drives our performance through safe execution with precision, quality and speed. Copyright Statoil 2013 The Statoil Book - version

24 Organisational principles How we are organised affects how we deliver results. Our organisational principles define how we structure and manage our organisation. Our organisational principles define a simple organisational design which has the flexibility to meet demands of a changing business environment. Principles 1 Value and performance are created in our combined asset-based and function-based organisation 2 The organisational entities have clear responsibilities and two distinctly defined roles; the line role and the support role 3 Responsibilities and authorities are established through the process of delegation to the line role, and through the assignment of tasks to support roles in delivery entities 4 A single point of accountability applies 5 The line role has primacy, and acts in accordance with our management system Principle 1: Value and performance are created in our combined asset-based and function-based organisation Our organisation has two main types of entities; asset-based and function-based. Asset-based entities have a mandate to define, develop and operate assets in the value chain to ensure optimum return on investments Function-based entities have a mandate to deliver advice, services, products, projects and governing documentation to drive synergies and functional excellence across the group We have four different types of function-based entities, with a global mandate. Corporate staff entities support the CEO and the corporate executive committee (CEC) in the development of Statoil, key business decisions and in driving a values-based performance culture. They develop and monitor corporate standards, and drive improvement initiatives Delivery entities provide professional cost-effective services, products, projects and expertise across the group 24 Copyright Statoil 2013 The Statoil Book - version 3.1

25 Operating model Process owners develop and improve the Statoil global work processes and drive simplification and improvement initiatives across the group. They monitor compliance of Statoil s global requirements and support business areas in deployment of key positions Arenas perform quality control and support quality decisionmaking Principle 2: The organisational entities have clear responsibilities and two distinctly defined roles; the line role and the support role The line role is responsible for people, results and performance. A solid line in organisational charts represents the organisational line dimension. The support role is responsible for deliveries of services, products and projects, and providing advice and expertise to other entities. Roles and responsibilities of organisational entities are described in governing documentation. Principle 3: Responsibilities and authorities are established through the process of delegation to the line role, and through the assignment of tasks to support roles in delivery entities Delegation is the establishment of responsibility through the organisational line role. The leader with delegated responsibility is accountable for the deliveries, agreed contributions, resource ownership and the process. Assignment of tasks is the establishment of responsibility across organisational entities for specific deliveries. Assignments of tasks to support roles in the delivery entities are regulated through the use of service level agreements or task and project assignments. CEO Line role CEO Delegating responsibilities to line role CEO Assigning responsibilities for tasks to support role Asset-based entity Delivery entity Asset-based entity Delivery entity Asset-based entity Delivery entity Support role Copyright Statoil 2013 The Statoil Book - version

26 Local delivery entities work in an integrated way with the local asset-based entity. The local delivery entity is responsible for delivering functional excellence. The delivery entity has resource ownership of its own people. To strengthen local commitment a coordinated Ambition to Action and process may be agreed upon with the asset based entity. Principle 4: A single point of accountability applies A single point of accountability means that one individual is accountable for actions and measurable deliveries. A single point of accountability applies also when several organisational entities contribute in deliveries. Contributors are accountable according to the service level agreements, task and project assignments, and towards own line. The individual s responsibility for results and performance is independent of whether they use resources from their own entity or from other entities, or whether they use external resources. Assignment relationships are normally not shown in organisational charts. If there is a need to illustrate a strong interdependency with another entity a dotted line may be applied. In such a formalised relationship collaboration normally takes place through leadership team participation. Principle 5: The line role has primacy and acts in accordance with our management system If conflicts of interest arise between the line role and a support role, the line role has primacy. When exerting primacy, the line role acts in accordance with our management system, and the defined roles in the organisation. Delivery entity 1 Asset-based entity Single point of accountability Delivery entity 2 Conflict of interests are to be resolved at the lowest relevant level. If resolution cannot be reached, the support role can take the conflict to a higher level within own line. Procurement Development entity Drilling In the case where there is a conflict of interest related to an assignment between an asset-based entity and a delivery entity, the asset-based entity has primacy and the authority of the final decision. 26 Copyright Statoil 2013 The Statoil Book - version 3.1

27 Operating model Ambition to Action Ambition to Action is our integrated performance process, and has three purposes: Translate ambitions and strategies into Strategic objectives - where are we going? Key performance indicators - how do we measure progress? Actions - how do we get there? Team or individual goals - what is our or my contribution? Create a dynamic and flexible execution framework Activate values and people and leadership principles Our business environment is demanding, dynamic and unpredictable. We must continuously evaluate risk and respond quickly when the unexpected occurs and when opportunities or threats arise. This is best achieved through a dynamic and event-driven performance management process. Ambition to Action balances alignment around strategic direction and common business processes with empowerment and local business responsibility. To support this, the following is an integrated part of the process: dynamic resource allocation forward-looking and action-oriented follow-up holistic performance evaluation learning through sharing and improving Ambition to Action covers five perspectives: people and organisation health, safety and the environment operation market finance These perspectives are dependent on each other and have a cause-and-effect relationship. Together, they build on one another and require us to address what creates and drives good performance in the short and long term while maintaining focus on all our stakeholders. Ambition to Action separates target-setting, forecasting and resource allocation from each other in order to improve the quality of these activities. Ambition to Action is established and followed up in our management information system MIS, and through individual goals set in Copyright Statoil 2013 The Statoil Book - version

28 The The Ambition to to Action Action process process Strategy translation and target setting ambitious Planning expected outcome holistic assessment Strategic objectives KPI selection and targets Actions and forecasts My Performance Goals (MPG) Performance evaluation and rewards Execution - dynamic resource allocation Learning - sharing and improving Follow-up - forward looking and action oriented Ambition to Action key principles Performance is about performing better than those we compare ourselves with Do the right thing in the actual situation, guided by the Statoil Book, your Ambition to Action, decision criteria and authorities, and sound business judgement Within this execution framework, resources are made available or allocated case-by-case Business follow-up is forward-looking and action-oriented Performance evaluation involves a holistic assessment of delivery and behaviour 28 Copyright Statoil 2013 The Statoil Book - version 3.1

29 Operating model Strategy translation and target-setting Strategy development is a risk based and event-driven process, defining ambitions and direction. Ambition to Action translates strategies into more specific strategic objectives with a medium-term time horizon across all five perspectives. A good strategic objective provides clear guidance and direction, engages and motivates. High performance is about performing better than those we compare ourselves with through continuously improving. We set objectives and targets inspired by expectations from customers, shareholders, partners and other stakeholders, and by the performance of competitors and other relevant benchmarks, internal or external. We measure delivery against strategic objectives by using key performance indicators (KPIs). A good KPI: measures progress against strategic objectives is relative, comparing our own performance to others, or connects the use of resources to deliveries (e.g. unit cost) primarily addresses areas where improvement is required Short and longer term KPI targets reflect the direction and ambition level of the strategic objectives. KPI targets have business driven time horizons which may vary depending on urgency, lead time and complexity of what we aim to achieve. Business challenges may differ significantly across the organisation, and a top-down cascading of strategic objectives, KPIs and actions should normally be avoided. Ambition to Action requires strong line ownership to be a meaningful and value-adding process enabling teams to manage their own business. When establishing Ambition to Action for own entity it is therefore recommended to translate relevant Ambitions to Actions to reflect own business realities. In this way a strong local ownership and alignment with overall corporate ambition and direction is maintained. Strategic objectives, KPIs and KPI targets are updated when necessary. Major changes are to be approved by the relevant leader. The entity initiating an update is responsible for informing other affected entities. KPIs may be challenging to establish in some areas. Clear strategic objectives and actions can secure focus and direction if specific KPIs cannot be developed. Copyright Statoil 2013 The Statoil Book - version

30 Planning Planning starts with understanding risk and actions needed to manage risk and includes: actions required to move towards strategic objectives and deliver on KPI targets, including action planning (what, how, who, when) unbiased forecasts of these actions expected effect on relevant KPIs, providing an early warning of possible gaps in reaching targets and for other financial/operational trends A target is what we want to happen; a forecast is what we expect to happen. The purpose of a forecast is to support decisionmaking. Forecasts must therefore be unbiased and reflect the expected outcome. Actions and forecasts are dynamic and updated as required. Updates are event-driven rather than calendar-driven. The forecasting horizon varies with the type of business and event. The need for new or revised actions is continuously reviewed as part of the business follow-up. My Performance Goals is an integrated part of the Ambition to Action process. My Performance Goals (MPG) are set in two dimensions, delivery and behaviour, reflecting that delivery and behaviour are equally important and weighted. Delivery goals are defined or inspired by the Ambition to Action for your entity and other relevant entities. If MPG delivery goals for all team members are defined directly by Ambition to Action, individual responsibility for specific actions or KPI targets is set to clarify each team member s accountability and support performance evaluation. Using Ambition to Action in this way also makes it easier to manage changes, as they are maintained in one place only. Behavioural goals help us to live our values, and to address the behaviour required and expected in order to achieve our delivery goals. Behavioural goals are also set on the basis of feedback from the dialogue, the Even Stronger Values (ESV) survey, Global People Survey (GPS) results, and day-to-day observations from leaders and colleagues. 30 Copyright Statoil 2013 The Statoil Book - version 3.1

31 Operating model Execution dynamic resource allocation Execution is based on a framework which is dynamic and flexible but has clear boundaries. The execution framework Ambition to Action The Statoil Book Our management system Empowerment and room to act and perform Sound judgement Dynamic but with clear boundaries Decision authorities and criteria The purpose of the execution framework is to create a dynamic, efficient and self-regulating resource allocation which optimises value creation within our human and financial resource capacities. Within this framework, resources are made available for operations through various mechanisms or are allocated at project decision points. Annual pre-allocation of resources should be avoided. Cost targets are established if and when necessary. These are primarily set using relative KPIs (unit cost or league tables). Absolute cost targets may be set if a significant change in activity and cost levels is required, but must be set at the overall rather than the detailed level to secure the necessary flexibility. Even if no cost targets are set, both actual and forecasted cost trends are monitored and corrective measures taken as required. All entities should continuously challenge their own efficiency, level of activity and resource use. Agile and iterative project methodologies are recommended for business support, research and development, and technology projects. Copyright Statoil 2013 The Statoil Book - version

32 Follow-up; forward-looking and action-oriented Business follow-up is a monitoring activity conducted through Ambition to Action reviews. Follow-up is forward-looking and action-oriented, and focuses on gaps between forecasts and targets, and on the development of underlying risk drivers. If positive gaps, which risks could jeopardise this forecast? If negative gaps, which actions must be taken to get back on track? Corrective actions are described in the MIS system. Holistic performance evaluation Performance evaluation is based on your individual goals. It is a holistic evaluation, combining measurement and assessment, and addresses both delivery and behaviour. Since KPIs are only indicators, sound judgement and hindsight information should be applied before drawing final conclusions by asking the following questions: Did KPI deliveries contribute to reaching the strategic objectives? How ambitious were the targets? Should changes in assumptions be taken into account? Were agreed or necessary actions taken? Are the results sustainable? The outcome of the delivery and behavioural evaluation form the basis for individual salary and variable pay reviews, and provide input for the following year s development plan. The evaluation aims to give a clear picture of both performance and potential. 32 Copyright Statoil 2013 The Statoil Book - version 3.1

How we manage our business

How we manage our business How we manage our business Ericsson Operational Quality Manual Index Customer first Commitment This is how It s our responsibility! Quality Policy 1 2 3 4 5 6 7 8 9 10 Ericsson Group Management System

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

The Kvaerner management system. An introduction to how we manage our business

The Kvaerner management system. An introduction to how we manage our business The Kvaerner management system An introduction to how we manage our business Introduction The purpose of this book is to describe how Kvaerner manages its business. All documents described in this book

More information

Corporate Governance Guidelines

Corporate Governance Guidelines Corporate Governance Guidelines 1. Introduction Entra ASA ( Entra ), and together with its subsidiaries, ( the group ) will be subject to the reporting requirements on corporate governance set out in 3

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Guide 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 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 information

Chief Information Security Officer

Chief Information Security Officer Principles Vision Purpose Statement Chief Information Security Officer healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will

More information

Guidance Note: Corporate Governance - Board of Directors. March 2015. Ce document est aussi disponible en français.

Guidance Note: Corporate Governance - Board of Directors. March 2015. Ce document est aussi disponible en français. Guidance Note: Corporate Governance - Board of Directors March 2015 Ce document est aussi disponible en français. Applicability The Guidance Note: Corporate Governance - Board of Directors (the Guidance

More information

operated by it (as the case requires).

operated by it (as the case requires). 1 Definitions In this document: ASX Board Chair CEO CFO Company Secretary Corporations Act Director means ASX Limited ACN 008 624 691 or the securities exchange operated by it (as the case requires). means

More information

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF) Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES

APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES APPLICATION OF THE KING III REPORT ON CORPORATE GOVERNANCE PRINCIPLES Ethical Leadership and Corporate Citizenship The board should provide effective leadership based on ethical foundation. that the company

More information

APPLICATION OF KING III CORPORATE GOVERNANCE PRINCIPLES 2014

APPLICATION OF KING III CORPORATE GOVERNANCE PRINCIPLES 2014 WOOLWORTHS HOLDINGS LIMITED CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 CORPORATE GOVERNANCE PRINCIPLES 2014 This table is a useful reference to each of the King III principles

More information

Operations. Group Standard. Business Operations process forms the core of all our business activities

Operations. Group Standard. Business Operations process forms the core of all our business activities Standard Operations Business Operations process forms the core of all our business activities SMS-GS-O1 Operations December 2014 v1.1 Serco Public Document Details Document Details erence SMS GS-O1: Operations

More information

Seminar E3 Developing an Effective Leadership Culture to Support Business Change

Seminar E3 Developing an Effective Leadership Culture to Support Business Change Seminar E3 Developing an Effective Leadership Culture to Support Business Change Inji Duducu Group People Director Benenden @injiduducu The Benenden Story - transformation Background The Challenge April

More information

AB 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 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 information

SHELL GENERAL BUSINESS PRINCIPLES

SHELL GENERAL BUSINESS PRINCIPLES SHELL GENERAL BUSINESS PRINCIPLES The Shell General Business Principles govern how each of the Shell companies which make up the Shell Group* conducts its affairs. * Royal Dutch Shell plc and the companies

More information

Delphi Automotive PLC. Corporate Governance Guidelines

Delphi 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 information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

More information

APES 320 Quality Control for Firms

APES 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 information

Shell General Business Principles

Shell General Business Principles Shell General Business Principles Royal Dutch Shell plc Introduction The Shell General Business Principles govern how each of the Shell companies which make up the Shell Group* conducts its affairs. The

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

A Guide to Corporate Governance for QFC Authorised Firms

A 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 information

Performance Development Framework. NSW Public Sector

Performance Development Framework. NSW Public Sector Performance Development Framework NSW Public Sector Contents Foreword 1 What is the Performance Development Framework? 2 Who does the Framework apply to? 4 What frameworks are available for managing for

More information

BOARD OF DIRECTORS MANDATE

BOARD OF DIRECTORS MANDATE BOARD OF DIRECTORS MANDATE Board approved: May 7, 2014 This mandate provides the terms of reference for the Boards of Directors (each a Board ) of each of Economical Mutual Insurance Company ( Economical

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

Risk Management. Group Standard

Risk Management. Group Standard Group Standard Risk Management Effective risk management allows Serco to improve customer service, maximize opportunities and reduce business loss from overruns and cost from risks that materialise SMS

More information

Principles for An. Effective Risk Appetite Framework

Principles for An. Effective Risk Appetite Framework Principles for An Effective Risk Appetite Framework 18 November 2013 Table of Contents Page I. Introduction... 1 II. Key definitions... 2 III. Principles... 3 1. Risk appetite framework... 3 1.1 An effective

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

KING III CORPORATE GOVERNANCE COMPLIANCE REGISTER

KING 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 information

The Maersk Group s. Group Policies. maersk.com

The Maersk Group s. Group Policies. maersk.com The Maersk Group s Group Policies maersk.com Table of contents Introduction by CEO 5 Business Approach 6 Our Brand 7 Health and Safety 8 Legal Compliance 9 Our Working Culture 10 Breaches of 11 The define

More information

Guideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010

Guideline. Records Management Strategy. Public Record Office Victoria PROS 10/10 Strategic Management. Version Number: 1.0. Issue Date: 19/07/2010 Public Record Office Victoria PROS 10/10 Strategic Management Guideline 5 Records Management Strategy Version Number: 1.0 Issue Date: 19/07/2010 Expiry Date: 19/07/2015 State of Victoria 2010 Version 1.0

More information

the role of the head of internal audit in public service organisations 2010

the role of the head of internal audit in public service organisations 2010 the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public

More information

Appendix 14 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT

Appendix 14 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT Appendix 14 CORPORATE GOVERNANCE CODE AND CORPORATE GOVERNANCE REPORT The Code This Code sets out the principles of good corporate governance, and two levels of recommendations: code provisions; and recommended

More information

A CFO s Guide to Corporate Governance

A 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 information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

OMRON Corporate Governance Policies

OMRON Corporate Governance Policies This document has been translated from the Japanese original for reference purposes only. Where there are any discrepancies between the Japanese original and the translated document, the original Japanese

More information

Intelligent Customer Function (ICF)

Intelligent Customer Function (ICF) CAPABILITY AUDIT FOR HEIs Higher Education Institutions (HEIs) should organically develop their own to successfully manage the process of strategic sourcing. The capability audit provides an assessment

More information

Procurement Capability Standards

Procurement Capability Standards IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

POSITION DESCRIPTION. General Manager Network Operations (dotted line to Chief Architect)

POSITION DESCRIPTION. General Manager Network Operations (dotted line to Chief Architect) POSITION DESCRIPTION Position Title: Reports To: Location Date: Enable Overview Systems Developer General Manager Network Operations (dotted line to Chief Architect) Christchurch Enable is a partnership

More information

White Paper. PPP Governance

White Paper. PPP Governance PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting

More information

Corporate Governance Guidelines

Corporate Governance Guidelines Corporate Governance Guidelines Teachers Federation Health Ltd ABN: 86 097 030 414 Original Endorsed: 25/06/2015 Version: December 2015 1. Corporate Governance Framework 1 2. Board of Directors 2 3. Performance

More information

Hunter Hall International Limited

Hunter Hall International Limited Hunter Hall International Limited ABN 43 059 300 426 Board Charter 1. Purpose 1.1 Hunter Hall International Limited (Hunter Hall, HHL) is an ASX-listed investment management company. 1.2 This Board Charter

More information

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

Beyond Budgeting - a management model for new business and people realities. Ambition to Action - the Statoil journey

Beyond Budgeting - a management model for new business and people realities. Ambition to Action - the Statoil journey Beyond Budgeting - a management model for new business and people realities Ambition to Action - the Statoil journey Bjarte Bogsnes Vice President - Performance Management Development Chairman - Beyond

More information

Handbook for municipal finance officers Performance management Section J

Handbook for municipal finance officers Performance management Section J 1. Introduction The Department of Provincial and Local Government (DPLG) defined performance management as a strategic approach to management, which equips leaders, managers, employees and stakeholders

More information

Kenya Revenue Authority (KRA)

Kenya Revenue Authority (KRA) Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:

More information

ENTERPRISE RISK MANAGEMENT FRAMEWORK

ENTERPRISE RISK MANAGEMENT FRAMEWORK ROCKHAMPTON REGIONAL COUNCIL ENTERPRISE RISK MANAGEMENT FRAMEWORK 2013 Adopted 25 June 2013 Reviewed: October 2015 TABLE OF CONTENTS 1. Introduction... 3 1.1 Council s Mission... 3 1.2 Council s Values...

More information

Corporate Governance and Enterprise Risk Management Derek Jackson, Senior Manager 5 September 2005

Corporate Governance and Enterprise Risk Management Derek Jackson, Senior Manager 5 September 2005 Corporate Governance and Enterprise Risk Management Derek Jackson, Senior Manager 5 September 2005 Corporate Governance Services 0 Overview Hong Kong Code on Corporate Governance Practices Corporate Governance

More information

INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015

INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015 INFRASTRUCTURE & TECHNICAL SERVICES MANAGER JOB & PERSON SPECIFICATION DECEMBER 2015 Position Title: Infrastructure & Technical Services Manager Position Number: NEW Faculty/Division: Faculty of Engineering,

More information

Corporate Governance Guidelines of Credit Suisse Group

Corporate Governance Guidelines of Credit Suisse Group Corporate Governance Guidelines of Credit Suisse Group 2 Corporate Governance Guidelines of Credit Suisse Group Approved by the Board of Directors on December 15, 2006 Index ABBREVIATIONS AND DEFINITIONS

More information

Regulatory Standards of Governance and Financial Management

Regulatory Standards of Governance and Financial Management Regulatory Standards of Governance and Financial Management 5. Regulatory Standards of Governance and Financial Management Introduction 5.1. This section sets out our Regulatory Standards of Governance

More information

RISK MANAGEMENT STRATEGY 2014-17

RISK MANAGEMENT STRATEGY 2014-17 RISK MANAGEMENT STRATEGY 2014-17 DOCUMENT NO: Lead author/initiator(s): Contact email address: Developed by: Approved by: DN128 Head of Quality Performance Julia.sirett@ccs.nhs.uk Quality Performance Team

More information

The way we do business.

The way we do business. a b The way we do business. Our Code of Conduct and Ethics. Our Code of Conduct and Ethics In this Code, the Board of Directors and the Group Executive Board set out the principles and practices that define

More information

industrial materials, MCHC adopts a holding company system that separates the Group

industrial materials, MCHC adopts a holding company system that separates the Group Mitsubishi Chemical Holdings Corporate Governance Guidelines Based on our Group philosophy, Good Chemistry for Tomorrow Creating better relationships among people, society, and our plant., Mitsubishi Chemical

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles APPLICATION of KING III CORPORATE GOVERNANCE PRINCIPLES 2013 Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have

More information

Revised Human Resources Strategy

Revised Human Resources Strategy Background Revised Human Resources Strategy WHO is a knowledge-based organization, and depends on a highly skilled, flexible and motivated workforce 1 1. The HR strategy currently in effect, Build One

More information

Leadership & People Management WSQ

Leadership & People Management WSQ Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to

More information

Board Governance Principles Amended September 29, 2012 Tyco International Ltd.

Board Governance Principles Amended September 29, 2012 Tyco International Ltd. BOD Approved 9/13/12 Board Governance Principles Amended September 29, 2012 Tyco International Ltd. 2012 Tyco International, Ltd. - Board Governance Principles 1 TABLE OF CONTENTS TYCO VISION AND VALUES...

More information

LVMH GROUP CODE OF CONDUCT

LVMH GROUP CODE OF CONDUCT 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 information

JOB DESCRIPTION. Chief Nurse

JOB DESCRIPTION. Chief Nurse JOB DESCRIPTION Chief Nurse Post: Band: Division: Department: Responsible to: Responsible for: Chief Nurse Executive Director Trust Services Trust Headquarters Chief Executive Deputy Chief Nurse Head of

More information

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas

POSITION 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 information

Implementation of a Quality Management System for Aeronautical Information Services -1-

Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management

More information

Railway Management Maturity Model (RM 3 )

Railway Management Maturity Model (RM 3 ) Railway Management Maturity Model (RM 3 ) (Version 1.02) March 2011 Published by the Office of Rail Regulation 1 Contents Introduction... 1 Excellence in safety management systems... 3 Governance, policy

More information

Analyst - EDI. healthalliance Purpose, Vision and Principles. Purpose Statement

Analyst - EDI. healthalliance Purpose, Vision and Principles. Purpose Statement Principles Vision Purpose Statement Analyst - EDI healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will deliver increasing value

More information

Corporate Governance Guidelines

Corporate Governance Guidelines Corporate Governance Guidelines Fuji Heavy Industries Ltd. Chapter 1. General Provisions Article 1. Purpose These guidelines set out the basic policy, framework and operating policy of the corporate governance

More information

We Fight Cancer: Care That Never Quits

We Fight Cancer: Care That Never Quits We Fight Cancer: Care That Never Quits Cancer Treatment Centers of America (CTCA ) delivers an extraordinary patient experience we call Patient Empowered Care. We deliver state-of-the-art, high quality

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles Application of Corporate Governance Principles Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have been applied

More information

Corporate Governance Statement

Corporate Governance Statement Corporate Governance Statement The Board of Directors of APN Outdoor Group Limited (APO) is responsible for the overall corporate governance of APO, including establishing the corporate governance framework

More information

Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy

Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy Kenya Revenue Authority (KRA) Chief Manager - Strategy, Planning and Policy Job details Reference Number: KRA/HR01/14 Job Title: Chief Manager - Strategy, Planning and Policy Supervisor: Deputy Commissioner

More information

Financial Management Framework >> Overview Diagram

Financial Management Framework >> Overview Diagram June 2012 The State of Queensland (Queensland Treasury) June 2012 Except where otherwise noted you are free to copy, communicate and adapt this work, as long as you attribute the authors. This document

More information

GOVERNANCE GUIDELINES

GOVERNANCE GUIDELINES GOVERNANCE GUIDELINES 1. INTRODUCTION A. The board of directors (the "Board'') of Morguard Corporation (the "Corporation'') believes that the principal objective of the Corporation is to generate economic

More information

Digital Asset Manager, Digital Curator. Cultural Informatics, Cultural/ Art ICT Manager

Digital Asset Manager, Digital Curator. Cultural Informatics, Cultural/ Art ICT Manager Role title Digital Cultural Asset Manager Also known as Relevant professions Summary statement Mission Digital Asset Manager, Digital Curator Cultural Informatics, Cultural/ Art ICT Manager Deals with

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

CORPORATE GOVERNANCE - BOARD CHARTER PART A DEFINING GOVERNANCE ROLES

CORPORATE GOVERNANCE - BOARD CHARTER PART A DEFINING GOVERNANCE ROLES CORPORATE GOVERNANCE - BOARD CHARTER PART A DEFINING GOVERNANCE ROLES 1. ROLE OF THE BOARD 1.1 Function The Board of Directors of Exalt Resources Limited have approved the following charter formalising

More information

CODE OF CORPORATE GOVERNANCE

CODE OF CORPORATE GOVERNANCE CODE OF CORPORATE GOVERNANCE JANUARY 2004 Contents 1. Introduction to Corporate Governance...1 2. Community Focus...3 3. Service Delivery Arrangements...5 4. Structures & Processes...6 5. Risk Management

More information

Fundamental Texts of CGI Group Inc. 2014 CGI GROUP INC. Proprietary

Fundamental Texts of CGI Group Inc. 2014 CGI GROUP INC. Proprietary Fundamental Texts of CGI Group Inc. 2014 CGI GROUP INC. Proprietary Presentation This set of documents presents the fundamental texts that define CGI and its management approach. The fundamental texts

More information

Management. Level 4 NVQ Diploma in Management (QCF) 2014 Skills CFA Level 4 NVQ Diploma in Management (QCF) Page 1

Management. Level 4 NVQ Diploma in Management (QCF) 2014 Skills CFA Level 4 NVQ Diploma in Management (QCF) Page 1 Management Level 4 NVQ Diploma in Management (QCF) 2014 Skills CFA Level 4 NVQ Diploma in Management (QCF) Page 1 Level 4 NVQ Diploma in Management Qualification Title Credit Value Level 4 Structure Reference

More information

HOME GROUP LIMITED JOB DESCRIPTION

HOME GROUP LIMITED JOB DESCRIPTION Ref No: HGL 1 JOB DETAILS HOME GROUP LIMITED JOB DESCRIPTION Job Holder: Job Title: IS Service Desk Manager Reports to: Head of IS Service Management Date: August 2012 2 JOB PURPOSE To lead the IS service

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Network Rail Infrastructure Projects Joint Relationship Management Plan

Network Rail Infrastructure Projects Joint Relationship Management Plan Network Rail Infrastructure Projects Joint Relationship Management Plan Project Title Project Number [ ] [ ] Revision: Date: Description: Author [ ] Approved on behalf of Network Rail Approved on behalf

More information

Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca

Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS www.fic.gov.bc.ca INTRODUCTION The Financial Institutions Commission 1 (FICOM) holds the Board of Directors 2 (board) accountable for the stewardship

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

INTERNAL AUDIT FRAMEWORK

INTERNAL AUDIT FRAMEWORK INTERNAL AUDIT FRAMEWORK April 2007 Contents 1. Introduction... 3 2. Internal Audit Definition... 4 3. Structure... 5 3.1. Roles, Responsibilities and Accountabilities... 5 3.2. Authority... 11 3.3. Composition...

More information

Position Director of Business Resources and Solutions Grade 7 Department & Location

Position 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

Central Services. Business Support Service JOB DESCRIPTION

Central Services. Business Support Service JOB DESCRIPTION Central Services Business Support Service JOB DESCRIPTION POST: GRADE: Grade: Band 12 RESPONSIBLE TO: A Head of Business Support STAFF MANAGED: Team Leaders. In some instance, a Business Support Manager

More information

CORPORATE GOVERNANCE TREASURY WINE ESTATES ANNUAL REPORT FY2014 / 33

CORPORATE 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 information

Health, Security, Safety and Environment (HSE)

Health, Security, Safety and Environment (HSE) Health, Security, Safety and Environment (HSE) Content: 1 Objective 2 Application and Scope 21 Application of HSE Directive with underlying documents 22 Scope of HSE Management system 3 Framework for our

More information

Sub-section Content. 1 Formalities - Post title: Risk Consultant - Reports to: Head of Group Risk - Division: xxx - Location: xxx

Sub-section Content. 1 Formalities - Post title: Risk Consultant - Reports to: Head of Group Risk - Division: xxx - Location: xxx Sub-section Content 1 Formalities - Post title: Risk Consultant - Reports to: Head of Group Risk - Division: xxx - Location: xxx 2 Job Purpose - To support the implementation of an Enterprise Risk Management

More information

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company

More information

CORPORATE GOVERNANCE FRAMEWORK

CORPORATE GOVERNANCE FRAMEWORK CORPORATE GOVERNANCE FRAMEWORK January 2015 TABLE OF CONTENTS 1. INTRODUCTION... 3 2. CORPORATE GOVERNANCE PRINCIPLES... 4 3. GOVERNANCE STRUCTURE... 5 4. THE BOARD S ROLE... 5 5. COMMITTEES OF THE BOARD...

More information

1.2 The conduct of the Board is also governed by the Company's Constitution (Constitution).

1.2 The conduct of the Board is also governed by the Company's Constitution (Constitution). 1. Purpose of the Charter 1.1 This Board Charter (Charter) sets out the role, composition and responsibilities of the Board of Directors of Atlantic Ltd (Atlantic or Company) within the governance structure

More information

HSMS. Group Health AND Safety Management System

HSMS. Group Health AND Safety Management System 3 2 CONSULTATION AND EMPOWERMENT 4 RISK MANAGEMENT 1 AMBITION, POLICY AND RULES LEADERSHIP, ACCOUNTABILITY AND ORGANISATION PLAN AND COMMIT 5 EMERGENCY PREPAREDNESS 10 AUDIT AND MATURITY PATH 9 LEARN AND

More information

JOB AND PERSON SPECIFICATION

JOB AND PERSON SPECIFICATION JOB AND PERSON SPECIFICATION Title Position: Clinical Nurse Agency: Country Health SA Supervisor Classification Code: RN3 Division: Aboriginal Health Type of Appointment: Branch: Ceduna Koonibba Aboriginal

More information

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION

MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION MODULE 10 CHANGE MANAGEMENT AND COMMUNICATION PART OF A MODULAR TRAINING RESOURCE Commonwealth of Australia 2015. With the exception of the Commonwealth Coat of Arms and where otherwise noted all material

More information

Topic Manufacturing Healthcare Education Retail. Operations Management

Topic Manufacturing Healthcare Education Retail. Operations Management Introducing Modern Techniques Tests how well modern management techniques have been introduced Rationale for Introducing Modern Techniques Tests the motivation and impetus behind changes to operations

More information

GREAT PLAINS ENERGY INCORPORATED BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES. Amended: December 9, 2014

GREAT PLAINS ENERGY INCORPORATED BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES. Amended: December 9, 2014 GREAT PLAINS ENERGY INCORPORATED BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES Amended: December 9, 2014 Introduction The Board of Directors (the Board ) of Great Plains Energy Incorporated (the Company

More information