Coillte


Standard Disclosures - Part I Profile Disclosures

FD - Full Disclosure / PD - Partial Disclosure

Strategy and Analysis
1.1Statement from the most senior decision-maker of the organization.  (F.D.)
See Chairman's Statement in 2011 Annual Report

1.2 Description of key impacts, risks, and opportunities.  (F.D.)
See Chief Executives Introduction
See Protecting the Environment
See Risk Management under Financial Review in 2011 Annual Report
See Audit Committee and Internal Audit under Report of Directors in 2011 Annual Report
Organisation Profile
2.1 Name of the organization.  (F.D.)
Coillte Teoranta
2.2 Primary brands, products, and/or services.  (F.D.)
See Coillte Divisions in 2011 Annual Report
2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.  (F.D.)
See Coillte  Divisions in 2011 Annual Report
See Note No. 29 in Notes to the Financial Statements in 2011 Annual Report
See Coillte Group Profile  
2.4 Location of organization's headquarters.  (F.D.)
See Corporate Information in 2011 Annual Report
2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report    (F.D.)
See Corporate Information in 2011 Annual Report
2.6 Nature of ownership and legal form.  (F.D.)
See Report of the Director's in 2011 Annual Report
2.7Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).  (F.D.)
See Coillte Divisions in 2011 Annual Report
2.8Scale of the reporting organization.  (F.D.)
See  Coillte Group Profile 
See  Coillte Divisions in 2011 Annual Report
2.9 Significant changes during the reporting period regarding size, structure, or ownership. (F.D.)
See  Chief Executive's Review in 2011 Annual Report 
See  Office Rationalisation in Energy Savings section
See  Chairman's Statement in 2011 Annual Report
2.10 Awards received in the reporting period.  (F.D.)
See Recognition by the EU for the Priority Woodland Restoration Project under Coillte Forest in the 2011 Annual Report
See  SmartPly nomination in the Export Category of the HSBC European Business Awards under Coillte Panel Products  in the 2011 Annual Report
Report Parameters
3.1 Reporting period (e.g., fiscal/calendar year) for information provided.  (F.D.)
See  History, Scope and Structural Aspects
3.2 Date of most recent previous report (if any).  (F.D.)
See  History, Scope and Structural Aspects
3.3 Reporting cycle (annual, biennial, etc.).  (F.D.)
See  History, Scope and Structural Aspects
3.4 Contact point for questions regarding the report or its contents.  (F.D.)
See History, Scope and Structural Aspects
3.5 Process for defining report content.  (F.D.)
See  History, Scope and Structural Aspects 
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. (F.D.)
See  History, Scope and Structural Aspects
3.7 State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).   (F.D.)
See  History, Scope and Structural Aspects
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.  (F.D.)
See  History, Scope and Structural Aspects 
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols.  (F.D.)
See History, Scope and Structural Aspects
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g. mergers/acquisitions, change of base years/periods, nature of business, measurement methods).  (F.D.)
No restatements
3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.  (F.D.)
Moylurg Rockingham Limited which is 50% joint venture between Coillte and Roscommon County Council to provide forest recreation in Lough Key Forest Park in now included in this report as appropriate.
3.12 Table identifying the location of the Standard Disclosures in the report.   (F.D.)
See  GRI Index
3.13 Policy and current practice with regard to seeking external assurance for the report.   (F.D.)
See  History, Scope and Structural Aspects
See External Assurance Statement
Governance, Commitments and Engagement
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.   (F.D.)
See  Report of the Directors in Annual Report 2011
4.2 Indicate whether the Chair of the highest governance body is also an executive officer(F.D.)
The Chairman does not hold an executive role.
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.  (F.D.)
See  Report of the Directors in Annual Report 2011
4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Recommendations can be made to the Coillte Board of Directors via the Company Secretary’s Office for inclusion in monthly board meeting.  (F.D.)
Staff can submit recommendations via the Worker Director who is a member of the Coillte board, representing staff interests. 
Board must submit strategy for consideration and get feedback as appropriate.
See  Submission of strategy to the Minister in Corporate Governance section
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).  (F.D.)
Remuneration of non-executive Directors is not linked to performance
See 'Board of Directors' in 'Report of Directors' in 2011 Annual Report
Remuneration of C/E is linked to performance
See  'Remuneration Committee' in 'Report of Directors' in 2011 Annual Report
Remuneration of Senior Management Team is linked to Performance
See Our People Our Priority in Social section
4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided.  (F.D.)
Mechanisms for addressing conflicts of interest are laid down in the Forestry Act and Memorandum and Articles of Association for Coillte.
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.  (F.D.)
See  'Board Member Specific Skills' in Corporate Governance section
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.  (F.D.)
See  Group Code of Business Conduct in Our People, Our Priority section
See  Environmental Impact Appraisals in Protecting the Environment Section
See  Leave No Trace in Charters and Associations section
See  Employee Assistance Scheme in 'Our People Our Priority' section
See  'Internal Controls' in 'Report of Directors' in 2011 Annual Report
See  Values underpinning the business in 'Corporate Strategy' 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.  (F.D.)
See  'Chairman's Statement in Our Business Section of 2011 Annual Report'
See  'Report of Directors' in 2011 Annual Report.
See  Forest Stewardship Council in Charters and Associations section 
which demonstrates that Coillte Forests are well managed in accordance with strict environmental, social and economic criteria. This is reported on at Board level. This 'Sustainability Report' itself which is reported on at Board level
4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.  (F.D.)
See  'Board Performance' in Corporate Governance section
4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization.  (F.D.)
See  'Internal Controls and Risk Management'  in 'Report of Directors' in 2011 Annual Report 
See  Environmental Impact Appraisals in Protecting the Environment Section
4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.  (F.D.)
See Charters in Charters and Associations section
4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic.  (F.D.)
See  Associations in Charters and Associations section
4.14 List of stakeholder groups engaged by the organization.  (F.D.)
See  Stakeholders
Coillte also maintains a comprehensive stakeholder database.
4.15 Basis for identification and selection of stakeholders with whom to engage.  (F.D.)
See Stakeholders
4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.  (F.D.)
See  Stakeholders
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.  (F.D.)
See  Stakeholders 
See  Issues and Consultation Register in Managing Complaints section