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.
This is explained in the narrative of the Governance section
4.2 Indicate whether the Chair of the highest governance body is also an executive officer.
This is explained in the narrative of the Governance section
4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.
This is explained in narrative of Governance section
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
As part of the IBERDROLA Group, ScottishPower is no longer a listed company with its own shares. IBERDROLA manages shareholder communication at group level.
4.5 Linkage between compensation for members of the highest governance body, senior managers and executives and the organisation’s performance (including social and environmental performance).
Executive Team Directors are assessed based on the performance of their businesses. Our three main businesses each have 'Big Goal' targets, which incorporate the material environmental and social issues in their business. These objectives then flow through to senior managers’ and employees’ objectives.
Employees and senior managers with direct functional responsibility for environment, community, marketplace, and workplace matters have linked objectives included within their appraisals.
CSR issues are included in our performance management system within which employees and managers are assessed each year. The outcome of the performance management system has a direct impact on both the merit and bonus reward systems.
Business performance incorporates performance in key environmental and social issues, including engagement with communities, the environment and our employees.
For all employees an element of remuneration is linked to their personal objectives and an element linked to business performance.
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided.
Processes to avoid conflicts of interest are enshrined within the Companies Act under UK law. Conflicts of interest are also covered in the company’s Code of Ethics.
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.
Responsibility for this rests with IBERDROLA.
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.
This is explained in the narrative of the Governance section
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.
The Board of Directors supervises the overall performance of the strategic plan, with guidance from the Audit and Compliance Committee. Economic, environmental and social performance, along with risks and opportunities are considered in the company’s risk and control framework. The Code of Ethics includes mechanisms for evaluation and information to the governance decision-making bodies.
4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.
Responsibility for this rests with IBERDROLA.