13.07.2015 Views

The Norwegian Code of Practice for Corporate Governance - Statoil

The Norwegian Code of Practice for Corporate Governance - Statoil

The Norwegian Code of Practice for Corporate Governance - Statoil

SHOW MORE
SHOW LESS

You also want an ePaper? Increase the reach of your titles

YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.

should be paid to the balance between male and female members <strong>of</strong> the board.<strong>The</strong> board is responsible as a collegiate body <strong>for</strong> balancing the interests <strong>of</strong>various stakeholders in order to promote value creation by the company. <strong>The</strong>board should be made up <strong>of</strong> individuals who are willing and able to work asa team.Independence <strong>of</strong> the board <strong>of</strong> directorsIt is important that the board <strong>of</strong> directors, as required by the Public CompaniesAct, operates as a collegiate body when carrying out its duties. Members <strong>of</strong> theboard must not operate as individual representatives <strong>for</strong> specific shareholders,shareholder groups or other stakeholders. In order to support the stock market’sconfidence in the independence <strong>of</strong> the board, at least two <strong>of</strong> its membersshould be independent <strong>of</strong> the company’s main shareholder. This principle isparticularly important <strong>for</strong> companies where one or more controlling shareholderscould, in practice, decide the outcome <strong>of</strong> elections to the board.<strong>The</strong> majority <strong>of</strong> the members elected to the board <strong>of</strong> directors by shareholdersshould be independent <strong>of</strong> the company’s executive personnel and its main businessconnections. It is important that the composition <strong>of</strong> the board ensures thatit is able to evaluate the per<strong>for</strong>mance <strong>of</strong> the executive personnel and considermaterial agreements entered into by the company in an independent manner.Particular attention should be paid to ensuring that the board is capable <strong>of</strong>independently evaluating the company’s per<strong>for</strong>mance and specific matters put<strong>for</strong>ward by the executive management.In general terms, a member <strong>of</strong> the board <strong>of</strong> directors may be defined as independentwhen the individual in question has no business, family or otherrelationships that might be assumed to affect his or her views and decisions.It is difficult to provide an exhaustive summary <strong>of</strong> all the matters that mightaffect the independence <strong>of</strong> a member <strong>of</strong> the board. When evaluating whether amember <strong>of</strong> the board is independent <strong>of</strong> the company’s executive managementor its main business connections, attention should be paid to ensuring, interalia, that the individual:• has not been employed by the company (or group where appropriate) ina senior position at any time in the last five years• does not receive any remuneration from the company other than the regularfee as a board member (does not apply to payments from a companypension)• does not have, or represent, business relationships with the company• is not entitled to any fees as a board member that are dependent on thecompany’s per<strong>for</strong>mance or to any share options33 CORPORATE GOVERNANCE

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!