• Value creation
• Conciseness
• Stakeholder relationships

Key observations:

In terms of “support of the governance structure to the ability of the organisation to create value in the short, medium and long term both in terms of skills and diversity” (« Governance », para. 4.9, p. 25 of the International <IR> Framework), the discussion on governance offers a concise overview of the structure, composition and activities of the Board and of its Committees. It is introduced by an interview with the GE Lead Director on the changes that GE has undertaken and on the role that the Board has played in this evolution (p. 52). The structure and composition of the Board and its Committees are described through the use of tables, graphs and figures which provide information about each Board member (background, age, and participation in other public company Boards), trends over the years and the refreshments   that will take place in the new year (p. 53-56). The discussion on remuneration is also of interest as it points out the alignment between pay and performance, on both an annual and a long-term basis (pp. 58-59), thus outlining “how remuneration and incentives are linked to value creation” (“Governance”, para. 4.9, p. 25 of the International <IR> Framework).