a summary of the findings of the penrose inquiry into ... - HM Treasury

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Individual evaluation should aim to show whether each director continues to contribute effectively and to demonstrate commitment to the role (including commitment of time for board and committee meetings and any other duties). The chairman should act on the results of the performance evaluation by recognising the strengths and addressing the weaknesses of the board and, where appropriate, proposing new members be appointed to the board or seeking the resignation of directors. Code Provision A.6.1 The board should state in the annual report how performance evaluation of the board, its committees and its individual directors has been conducted. The nonexecutive directors, led by the senior independent director, should be responsible for performance evaluation of the chairman, taking into account the views of executive directors. The appraisal of the chairman should be led by an independent director even if a senior independent director has not been appointed. A.7 Re-election Main Principle All directors should be submitted for re-election at regular intervals, subject to continued satisfactory performance. The board should ensure planned and progressive refreshing of the board. Code Provisions A.7.1 All directors should be subject to election by shareholders at the first annual general meeting after their appointment, and to re-election thereafter at intervals of no more than three years. The names of directors submitted for election or re-election should be accompanied by sufficient biographical details and any other relevant information to enable shareholders to take an informed decision on their election. A.7.2 Non-executive directors should be appointed for specified terms subject to reelection and to Companies Acts provisions relating to the removal of a director. The board should set out to shareholders in the papers accompanying a resolution to elect a non-executive director why they believe an individual should be elected. The chairman should confirm to shareholders when proposing re-election that, following formal performance evaluation, the individual's performance continues to be effective and to demonstrate commitment to the role. Any term beyond six years (e.g. two three-year terms)
for a non-executive director should be subject to particularly rigorous review, and should take into account the need for progressive refreshing of the board. Non-executive directors may serve longer than nine years (e.g. three three-year terms), subject to annual re-election. Serving more than nine years could be relevant to the determination of a non-executive director's independence (as set out in provision A.3.1).
Page 1 and 2: A SUMMARY OF THE FINDINGS OF THE PE
Page 3: SUMMARY OF THE FINDINGS OF THE P EN
Page 6 and 7: B L IST OF MUTUAL LIFE OFFICES Hear
Page 8 and 9: B L IST OF MUTUAL LIFE OFFICES The
Page 10 and 11: C E CONOMIC RELEVANCE OF THE LIFE M
Page 12 and 13: Introduction The Combined Code on C
Page 14 and 15: It is expected that this best-pract
Page 16 and 17: CONTENTS The Combined Code on Corpo
Page 18 and 19: 6. Smaller listed companies, in par
Page 20 and 21: CODE OF BEST PRACTICE SECTION 1 COM
Page 22 and 23: A.2.1 The roles of chairman and chi
Page 24 and 25: available to shareholders if they h
Page 26 and 27: A.5 Information and professional de
Page 30 and 31: B REMUNERATION B.1 The level and Ma
Page 32 and 33: The chairman of the board should en
Page 34 and 35: C.3 Audit Committee and Auditors 17
Page 36 and 37: D RELATIONS WITH SHAREHOLDERS D.1 D
Page 38 and 39: SECTION 2 - INSTITUTIONAL SHAREHOLD
Page 40 and 41: Schedule A: Provisions on the desig
Page 42 and 43: Schedule C: Disclosure of corporate
Page 44: why they believe an individual shou

a summary of the findings of the penrose inquiry into ... - HM Treasury

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