The sustainability imperative

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Category Topic Sub-topic Core(C) or Leadership(L) Required disclosure Report name, section title, and page reference or explanation
Governance Board composition Board diversity and competence C Composition of the board and its committees by race, gender, age group (under 30, 30 to 50, over 50) and, where relevant, any under-represented social groups. Integrated Annual Report: Governance and remuneration report
  • Board of directors, page 10
  • Independent non-executive directors, page 12
  • Principle 7: Composition of the Board, pages 22 to 24
Governance Board composition Board competence C Description of the specific skills, competencies, and experience on the Board to address the organisation’s significant sustainability-related impacts, risks, and opportunities. Integrated Annual Report: Governance and remuneration report
  • Board of directors, page 10
  • Independent non-executive directors, page 12
  • Principle 7: Composition of the Board, pages 22 to 24
Governance Board composition Board independence C Composition of the board regarding: executive or non-executive, independence, tenure on the governance body, and number and nature of each individual’s other significant positions and commitments. Integrated Annual Report: Governance and remuneration report
  • Board of directors, page 10
  • Independent non-executive directors, page 12
  • Principle 7: Composition of the Board, pages 22 to 24
Governance Remuneration Remuneration practices C How the remuneration policies for board members and senior executives relate to their objectives and performance in relation to delivery of the organisation’s strategy and management of its impacts on people, the environment and the economy, noting the split between fixed pay and variable pay, and with variable pay split into short- and long-term incentives. Governance and remuneration report
Governance Ethical Behaviour Anti-corruption C Total percentage of governance body members, employees and business partners who have received training or awareness-raising on the organisation’s anti-corruption policies and procedures, broken down by employee category and region. Commentary:

We have relevant policies in place; however, no formal training was conducted in 2023.

Governance and remuneration report: Sustainability report:
  • Report on statutory requirements/ Anti-corruption, page 17
  • Fostering a strong ethical culture, page 41
Governance Ethical Behaviour Anti-corruption C Total number and nature of incidents of corruption confirmed during the current year, related to this year and previous years, with a description of the measures taken to address confirmed incidents, and of the outcomes of these activities. Commentary:

We have relevant policies in place; however, no formal training was conducted in 2023.

Governance and remuneration report: Sustainability report:
  • Report on statutory requirements/ Anti-corruption, page 17
  • Fostering a strong ethical culture, page 41
Governance Ethical Behaviour Anti-corruption C A description of:
  1. The internal and external grievance mechanisms (including whistle-blowing facilities) for reporting concerns about unethical or unlawful behaviour and lack of organisational integrity.
  2. Mechanisms for seeking advice about ethical and lawful behaviour and organisational integrity.
  3. The extent to which these various mechanisms have been used, and the outcomes of processes using these mechanisms.
    		Commentary:

    We have relevant policies in place; however, no formal training was conducted in 2023.

    Governance and remuneration report: Sustainability report:
    • Report on statutory requirements/ Anti-corruption, page 17
    • Fostering a strong ethical culture, page 41
    Governance Ethical Behaviour Anti-corruption L Discussion of initiatives and stakeholder engagement to improve the broader operating environment and culture, to combat corruption. Governance and remuneration report:
    • Publication of public censures and penalties, page 44
    Sustainability report:
    • Report on statutory requirements/ Anti-corruption, page 17
    Commentary:

    The Market Regulation division is responsible for overseeing trading in the JSE’s markets, with the primary goal of identifying potential market abuse, including insider trading and market manipulation. The JSE does not have the power to investigate market abuse. The statutory powers to conduct market abuse investigations and initiate enforcement action are vested in the FSCA.

    We are a member of Business Leadership South Africa and we are a sponsor of Business Against Crime.
    Governance Ethical Behaviour Lobbying and political contributions C Total monetary value of financial and in-kind political contributions made directly and indirectly by the organisation, by country and recipient/beneficiary. Commentary:

    The JSE does not make financial or in-kind political contributions.
    Governance Ethical Behaviour Lobbying and political contributions C Identify the significant issues that are the focus of the company’s participation in public policy development and lobbying, including within any business association that the company is a member of; describe the company’s strategy relevant to these areas of focus, identifying any differences between its lobbying positions and its purpose, policies, goals and other public positions. Integrated annual report:
    • Group CEO review, page 30
      • Sustainability report:
      • The role of stakeholders, page 27
      • Connect for a more sustainable world, page 60