GRI disclosure tables


Governance, Commitments and Engagement

Compare to Report 2010

475.png see (CSR section, Investor relations section) 467.png Indicates core indicators 464.png Indicates additional indicators 469.png see 2011 TITAN GROUP Annual Report and
Financial Results
460.png Indicates core indicators that are partially met

GRI G3 Disclosure TITAN Reference
4.1 - Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. p. 14-15, 469.png p. 34-36, 40-42
4.2 - Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement). The Chairman of the Board
is a non-executive member
4.3 - For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members. AR p. 34-36, 38-39
Corporate Governance Total Number
Independence of Directors towards Management Male Female
Independent/Non-Executive Directors 8 8 -
Chairman 1 1
CEO 1 1
Executive Directors 4 3 1
Total 14 13 1
4.4 - Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. 469.png p. 42-44 Following an application submitted by any Shareholder to the Company within at least 5 full days prior to the General Meeting, the Board of Directors shall be obliged to provide the General Meeting with the requested specific information on the Company’s affairs, to the extent that it may be useful for the actual assessment of the items on the agenda. No formal mechanism is currently operating to provide recomendations or direction to the highest governance body by employees.
4.5 - Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance). 469.png p. 33 - 39 Living TITAN values is estimated as one of the key criteria of annual performance appraisals of all managers (including top executives) and a number of employees. Moreover, CSR advocacy is one of the three criteria and conditions considered for career development opportunities.
4.6 - Processes in place for the highest governance body to ensure conflicts of interest are avoided. 469.png p. 36 -37, 40, 42
Members of the Board of Directors are obliged to immediately disclose to the Board of Directors their interests which may arise from Company transactions and any other conflict of interests with those of the Company or its related parties. Given their access to privileged information, they are obliged not to use such information to directly or indirectly purchase or sell shares in the Company or related companies which are traded on a regulated market for their own benefit or for members of their family. They are further obliged not to disclose that information to other persons nor exhort third parties based on said privileged information they have to purchase or sell shares in the Company or its related companies which are traded on a regulated market.
4.7 - Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity. p. 21, 469.png p. 33
4.8 - Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation p. 6, 14-15, 17-18, 21, 56-57
The Code of Conduct covers all key social and environmental issues, like human rights, bribery and corruption, climate change and supply chain management
4.9 – Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. p. 14-16, 469.png p. 31-33, 40 - 41
4.10 - Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance. 469.png p. 37 - 38
The evaluation of the Board and the Board Committees is made annually by the Board members, by answering a detailed assessment questionnaire, the results of which are presented to Board and discussed in Board session(s). The questionnaire is divided in sections referring to the composition (size, competencies, mix of skills of the Board members etc), structure, work procedures and effectiveness of the Board and the Board Committees as well as on the Board’s consideration and contribution to shareholder value, Company strategy and values etc. (a) on the Group’s operating results and net profits and (b) on the performance of the Company’s share compared to the performance of the merchantable shares of other high cap companies in the building materials sector internationally and (c) the performance of the Company’s share in relation to the performance of the ATHEX FTSE 20, ATHEX FTSE 40 and FTS Eurofirst 300 indexes.
Commitments to external initiatives
4.11 - Explanation of whether and how the precautionary approach or principle is addressed by the organization (the organization’s approach to risk management in operational planning or the development and introduction of new products) p. 24-33 and 44-52, 469.png 11, 27 - 29, 40 - 41

4.12 - Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. p. 4, 8
4.13 - Memberships in associations (such as industry associations) and/or national/international advocacy organizations p. 5, 70
Stakeholders’ engagement
4.14 - List of stakeholder groups engaged by the organization p. 16-17
4.15 - Basis for identification and selection of stakeholders with whom to engage p. 16
4.16 - Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. p. 16-17
4.17 –Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. p. 16-17, 23