| GRI Indicator |
Description of indicator |
Where to find information |
| 4.1 |
Describe the mandate and composition (including number of independent members and/or nonexecutive members) of such committees and indicate any direct responsibility for economic, social, and environmental performance. |
Corporate Governance |
| 4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer. |
Corporate Governance |
| 4.3 |
State how the company defines "independent" and "non-executive" . |
Corporate Governance |
| 4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
Corporate Governance |
| 4.5 |
Linkage between compensation for members of the highest governance body, senior managers, and executives and the company's performance (including social and environmental performance). |
Corporate Governance |
| 4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
Corporate Governance |
| 4.7 |
Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics. |
Corporate Governance |
| 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. |
Corporate Governance |
| 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. |
Corporate Governance |
| 4.10 |
Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. |
Corporate Governance |
| 4.11 |
Explanation of whether and how the precautionary approach or principal is addressed by the organisation. Article 15 of the Rio Principles introduced the precautionary approach.
|
We are constantly seeking out new opportunities for growth, ever mindful that our operations can have social and environmental consequences if not managed properly. While we cannot completely eliminate our impacts, we are fully committed to identifying and implementing best practices to minimize and mitigate any negative effects of our actions. In this decision-making process we are influenced by the Precautionary Principle and the Reversibility Principle--both of which emphasize that decisions must take into account potential harmful effects, even when the outcome is not certain. |
| 4.12 |
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. |
Memberships, Alliances and Resources |
| 4.13 |
Memberships in associations (such as industry associations) and/or national/international advocacy organizations. |
Memberships, Alliances and Resources |
| 4.14 |
List of stakeholder groups engaged by TC. |
Engagement |
| 4.15 |
Basis for identification and selection of stakeholders with whom to engage. |
Engagement, 2006 Sustainability Report, Stakeholder Engagement page 12 |
| 4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
Engagement |
| 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. |
Engagement, Engagement Programs, Performance, Your Concerns Our Response, Operations' Sustainablity Summary Reports |