GRI Content Index
|G3.1 Content Index|
|STANDARD DISCLOSURES PART I: Profile Disclosures|
|4. Governance, Commitments and Engagement|
|If applicable, indicate the part not reported||Reason for omission||Explanation|
|4.1||Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight.||Fully||Corporate Annual Governance Report 2012, pg. 8-9|
|4.2||Indicate whether the Chair of the highest governance body is also an executive officer.||Fully||The Chair of the Board of Directors is not an executive director.|
|4.3||For organisations 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.||Fully||Corporate Annual Governance Report 2012, pg. 8-14|
|4.4||Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.||Fully||pg. 114|
|4.5||Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation’s performance (including social and environmental performance).||Fully||Corporate Annual Governance Report 2012, pg. 15-17|
|4.6||Processes in place for the highest governance body to ensure conflicts of interest are avoided.||Fully||pg. 104-106|
|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.||Fully||pg. 104 Board diversity: 9% of the Board members are women, 73% hold other nationality than Spanish, 9% are between 30 and 50 years of age, and the remaining 91% are older than 50 years.|
|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.||Fully||pg. 100-101|
|4.9||Procedures of the highest governance body for overseeing the organisation’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.||Fully||Amadeus reviews sustainability performance once a year.|
|4.10||Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance.||Fully||pg. 100-103|
|4.11||Explanation of whether and how the precautionary approach or principle is addressed by the organisation.||Fully||pg. 100-104|
|4.12||Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses.||Fully||pg 22, 52-53, 75, 85, 89, 114|
|4.13||Memberships in associations (such as industry associations) and/or national/international advocacy organisations in which the organisation: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic.||Fully||pg. 52-53|
|4.14||List of stakeholder groups engaged by the organisation.||Fully||pg. 114-116|
|4.15||Basis for identification and selection of stakeholders with whom to engage.||Fully||pg. 114-116|
|4.16||Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.||Fully||Amadeus works with key stakeholders regularly (see pg. 114). The frequency of engagement varies, but for all cases it happens at least once a year, and the specific frequency depends on the nature and need of engagement in each instance. We include below a list of principal stakeholders and the way in which we normally engage with them:
- Employees: direct engagement through HR team and surveys across various sites (pg. 65, 67).
- Shareholders: direct engagement through our investor relations team and various regular reports (pg. 117).
- Customers: direct engagement through our sales and customer management teams across the world (pg. 9, 44-49).
- Suppliers: direct engagement through our purchasing department and local teams across our offices worldwide (pg. 106-107).
- Industry partners. Direct engagement through participation in different industry associations (see pg. 22, 52-53, 75, 85, 89).
- Governments, authorities and regulatory bodies. Direct contact through our Industry Affairs Group and participation in various related meetings and events. (pg. 52-53).
- Society and environment: direct engagement through our industry affairs team and various multi-stakeholder panels (pg. 73, 88-89).
|4.17||Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting.||Fully||pg. 114-116|