Governance of Sustainability

Cathay Pacific is committed to maintaining a high standard of corporate governance and devotes considerable effort to putting in place best practices in accordance with our Code of Conduct on Corporate Governance.

Details of the governance structure are provided in the Our Approach to Management section and the Corporate Governance section of our Annual Report 2011 p.42-45.

The governance of sustainable development at Cathay Pacific is led by the Chairman, with the Chief Executive being accountable for the Sustainable Development Strategy. A key component of this Strategy is to encourage staff to mitigate or reduce the social and environmental impacts of the decisions they make day by day by acting responsibly. This enables us to address and integrate sustainability issues into our business and support our ability to deliver 'economic value' – i.e. profits – for shareholders. The following diagram shows the reporting lines of various sustainability committees.

The Sustainable Development Report Review Committee and the Sustainable Development Committee were consolidated this year to inject a broader Sustainable Development Strategy remit into this committee. The committee is chaired by the Director Corporate Affairs, and comprises General Managers and Heads of Department representing flight operations, engineering, cargo, airports, property services, services, products, purchasing, finance, safety, corporate risk, international affairs, personnel, and corporate communications. It convened twice in 2011 to oversee, make decisions and provide guidance on a range of issues, such as carbon management, supply chain and food policy, biofuels, the EU emissions trading scheme, staff engagement and reporting.

The CE's Strategy Project

In 2011, in his capacity as our new CE, John Slosar identified 35 specific strategy projects that the company must execute to be more competitive and successful – 'to be the best'. One of the projects explores how Cathay Pacific can further integrate environmental thinking into our business strategy through appropriate governance, processes and company culture, and what specific actions might drive this. A dedicated project team, at General Manager level, was appointed to undertake a scoping exercise, the findings of which will inform improvements to the management process that would enable best practice and management of emerging risks. The team also examined ways to increase staff and customer awareness, and support for the company's environmental direction. The project will be concluded in 2012.

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  • Sustainable Development Report 2010
    [website | pdf]
  • Sustainable Development Report 2009
    [website | pdf]
  • Sustainable Development Report 2008 [pdf]
  • Sustainable Development Report 2007 [pdf]
  • Sustainable Development Report 2006 [pdf]
  • Sustainable Development Report 2005 [pdf]
  • Sustainable Development Report 2004 [pdf]
  • Sustainable Development Report 2003 [pdf]