Thomson Reuters has set three key initiatives as the corporate center’s “signature processes” – the things we want to do, and be known for doing, exceptionally well.
Setting Strategy and Allocating Capital. This is a core responsibility for every company; however, unless it’s done superbly well, a company cannot hope to build sustainable, long-term value. This process consists of a continual and diligent analysis of our businesses coupled with prudent allocation of investment resources within each of our business segments.
Talent. Almost every company claims that people are its highest priority. At Thomson Reuters, we must make sure this is true because intellectual property created by talented and motivated employees is at the heart of what we will do - serving professional customers with our intelligent information and services. We will focus on creating a diverse workforce at all levels in the Company because we strongly believe that diversity helps drive innovation and growth.
Innovation. We must be world class in fostering innovation in our business - certainly in our technology solutions, but also in our business models, customer service and internal systems. Without innovation there can be no long-term organic growth.
Our Corporate Responsibility Strategy
We believe that a responsible approach to business is not optional, and we will be working on policies and procedures to integrate this working into everything we do. Whether we are considering our approach to resource allocation, talent management or new product development, without responsibility there is no sustainability.
There are key elements which underpin that sustainability. We recognize that both Thomson and Reuters bring examples of best practice policies and operations. These include:
- providing great service to customers;
- an ethics code that governs supply chain management;
- an awareness of environmental impact and a commitment to reduce impact;
- a focus on ensuring a diverse and inclusive workforce which attracts a variety of talent;
- and a program of engagement with our communities.
We will publish our corporate responsibility objectives on this site over the coming months, indicating relevant business unit and geography, targets and our compliance with established reporting frameworks such as the Global Reporting Initiative.
Governance
Corporate responsibility is not managed through a large, separate department at Thomson Reuters, but rather, is delivered through programs and policies owned within the relevant functions and business units. Corporate Responsibility is embedded in the way we do business at Thomson Reuters.
Reuters established a Corporate Responsibility Advisory Board in September 2003 through which performance against key objectives and examples of best CR practice are discussed. The role and structure of this Advisory Board will be reviewed as part of the ongoing corporate responsibility gap analysis through which we will define our process of engagement with the Thomson Reuters board, with internal stakeholders and with external groups
Reuters Trust Principles
Thomson Reuters will adopt the Reuters Trust Principles in full and will retain the Reuters Founders Share Company structure, whose directors are required to act generally in accordance with the Reuters Trust Principles.
The Reuters Trust Principles will govern how Thomson Reuters will act as a business, committing us to independence, integrity and freedom from bias in the gathering and dissemination of news and information. These principles guide every aspect of business, whether concerning our customers, suppliers, staff or the communities in which we operate.