body responsible for specifi c tasks, such as setting strategy or organizational oversight 34 4.2 Indicate whether the Chair of the highest governance body is also an executive offi cer 34 4.3 Number of members of the highest governance body that are independent and/or non-executive members 34 4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body 173, 176 4.5 Linkage between compensation for members of the highest governance body, senior managers and executives and the organization’s performance 43 4.6 Processes in place for the highest governance body to ensure confl icts of interest are avoided 38 4.7 Process for determining the qualifi cations and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics 38 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 107 4.9 Procedures of the highest governance body for overseeing the organization’s identifi cation and management of economic, environmental and social performance 40, 44-45 4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental and social performance.