Page 64 - Annual Report 2014

SUSTAINABILITY STARHUB CORE VALUES Case Study Overview
ORGANISATIONAL STRUCTURE
StarHub’s management approach to a StarHub improves in the Strategy
StarHub’s top management develops and sustainable business is defined by the
drives the organisation’s sustainability four pillars of our Core Values: GLOBAL100 Performance
strategy. StarHub’s Sustainability Excellence
Committee is headed by the CEO and Creativity List Ranking
includes senior management executives. Integrity—social, environmental
The Sustainability Committee is responsible and financial StarHub ranks in the 100 Most
for the broader sustainability strategy, Teamwork Sustainable Companies in the
reviewing StarHub’s material impacts, world. In 2014, StarHub moved
considering stakeholder expectations Our Core Values aim to continuously up in the Global 100 ranking to
and setting priorities. CSR programmes maximise value for our shareholders and the 29th place from the previous
and initiatives are managed by StarHub’s stakeholders. 66th place.
Senior Manager, Corporate Sustainability &
Responsibility. A cross-functional project Guided by our Core Values, we pursue The Global 100 List, an annual
team has the responsibility to collect, verify, responsible business policies and project initiated by Corporate
monitor and report performance data for practices that have made StarHub one of the Knights Inc., is the most
sustainability reporting. most trusted brands in Singapore. extensive data-driven corporate
sustainability assessment in
existence, and inclusion is limited
to a select group of the most
sustainable large-cap companies
in the world.

StarHub Sustainability Reporting Committee Governance

Advisor & Financials
Advisory Panel

CEO & Senior
Management

Business Chairman Network
Continuity Legal
Management Chief Marketing
Corporate Officer
Administration
Senior Manager,
Corporate

Sustainability &
Responsibility

Corporate Human
Purchasing Resource
Government
Customer & Strategic
Service Affairs

Finance

StarHub Ltd | Annual Report 2014 61