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All board members support and debate the company’s strategy and values, enabling them to set the tone at the top.
All board members have a clear understanding of the company’s core business, its strategic direction and the financial and human resources necessary to meet its objectives.
The board sets itself objectives and measures its performance against them on an annual basis.
Board meetings encourage a high quality of debate with robust and probing discussions.
Board members make decisions objectively and collaboratively in the best interests of the company and feel collectively responsible for achieving organisational success
The board communicates effectively with all of the company’s stakeholders and seeks their feedback.
Board members recognise the role which they and each of their colleagues are expected to play and have the appropriate skills and experience for that role.
The board responds positively and constructively to events in order to enable effective decisions and their implementation, and to encourage transparency.
The Chairman’s leadership style and tone promotes effective decision-making and constructive debate, and ensures that the board works as a team.
The Chairman and the Chief Executive work well together and their different skills and experience complement each other.
All board members attend and actively contribute at meetings.
The board has open channels of communication with the executive board and others, and is properly briefed.
The board’s approach to reviewing risk in the organisation is open and questioning, and looks to learn lessons from events, rather than apportion blame.
The board is the right size and has the best mix of skills to ensure its optimum effectiveness.
The terms of reference for the board are appropriate, with clearly defined roles and responsibilities, ensuring that the right issues are being addressed.
The board’s committees are properly constituted, perform their delegated roles and report back clearly and fully to the board.
The Company Secretary acts as an appropriate conduit for the provision of information to the board and as support to the Chairman and the Non-Executive Directors.
The contribution of the executive directors, as members of the board rather than as senior executives, is effective.
The Non-Executive Directors contribute effectively to the development of strategy and the monitoring of the performance of the executive board, providing both support and challenge.
The board meets sufficiently often, and with information of appropriate quality and detail, so that agenda items can be properly covered in the time allocated.
The board’s agenda covers all matters of importance to the company, is prioritised and includes the consideration of corporate reputation, its enhancement and the risks surrounding it.
The company makes best use of its Annual General Meeting.
The board has defined its external stakeholders and ensures that the company has the right level of contact with them.
The board uses an active and well-structured process to manage risk, taking account of the company’s activities and the breadth of functions across the business.
Board members receive proper induction on appointment and on-going advanced training is available to meet individual development needs.
There is appropriate succession planning for key board members and the executive board.
Board members are individually subject to an annual performance evaluation that measures their contribution and commitment.
The Board reacted quickly and effectively to the COVID-19 crisis maintaining its effectiveness in decision making throughout
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