ENGINEERINGADVANTAGEthe Board’s corporate governance <strong>report</strong>The Board (continued)Division of responsibilities (continued)The Chairman is responsible for ensuring that the Board meetings operate to an appropriate agenda, and that adequateinformation is provided sufficiently in advance of meetings to allow proper consideration. He is supported by the CompanySecretary, who also assists in ensuring that the Board operates in accordance with good corporate governance under theCode and relevant regulatory requirements. The Company Secretary acts as secretary to all of the standing committeesof the Board. The Board has a recognised procedure for any director to obtain independent professional advice at theCompany’s expense and all directors have access to the Company Secretary who is a solicitor.The three executive directors are: the Chief Executive, Martin Lamb; Finance Director, Douglas Hurt; and Roy Twite, anoperational executive director. Martin Lamb leads the executive team and has direct responsibility for Indoor Climate andRetail Dispense and for corporate development, including M&A and emerging markets. Roy Twite has responsibility forFluid Power and Severe Service businesses and for the Group procurement function.MeetingsThe Board met on nine occasions during the year including four quarterly reviews, strategy discussions, visits to operationsand meetings convened for special purposes as the need arose. All members of the Board were in attendance at each of themeetings held during their tenure.The non-executive directors met individually and as a group with the Chairman on a number of occasions during the year.The senior independent director, Terry Gateley, met with the other non-executive directors in the absence of the Chairman,inter alia, to review the Chairman’s performance as contemplated by the Code.Board induction, continuing professional development and evaluationA formal induction process for new directors has been well-established for several years and is the responsibility of theChairman with support from the Chief Executive, Company Secretary and the Group Human Resources Director. A revised,standard induction programme for new directors was set by the Chairman following his own experience of joining the Board.During and after induction directors are expected to visit business units around the Group and to meet with operatingmanagement and corporate staff. Non-executive directors are supported in becoming familiar with the businesses duringand after induction and there is regular contact between management and non-executive directors during site visits, formalmeetings and events like the <strong>annual</strong> management conference. Appropriate coaching and access to training and othercontinuing professional development is available to all directors and all directors participated in some appropriate trainingduring the year at Board meetings.In line with the Code the Board has agreed that the Chairman should arrange an externally facilitated evaluation processat least once every three years. An internal evaluation of the Board and its committees was completed in <strong>2012</strong>, the resultsof which were <strong>report</strong>ed to the Board and a series of actions agreed. To better assess and find ways to improve Boardeffectiveness, we held effectiveness workshops with the non-executive directors and with the executive directors, facilitatedby an external consultant. We used this input to develop some changes in practice aimed at enhancing the role of the Board.The internal process also involves a series of face to face discussions including individual meetings between the Chairmanand the non-executive directors. In addition, the other directors were consulted by the senior independent director regardingthe performance of the Chairman. The Board received the findings of the evaluation in the year and the directors confirmedthat the Board is fulfilling its responsibilities appropriately. The evaluation concluded that the Board and its committees wereeffective and that each director demonstrated a valuable contribution. The contribution and performance of the directors, allof whom are standing for election or re-election at the 2013 <strong>annual</strong> general meeting, is further commented on in the notice ofthe <strong>annual</strong> general meeting.A full, externally facilitated Board evaluation exercise will be conducted later in 2013.Key Board activities in <strong>2012</strong>Highlights of <strong>2012</strong> were the progress made in improving the focus and effectiveness of the Board under the leadership of anew Chairman. This included refinements to the agenda and practices of the Board, the addition of three new non-executivedirectors and a dynamic strategy development process.Business performance and risk are regularly reviewed during the year and the <strong>annual</strong> business planning and strategic riskreview meeting of the Board took place over two days in December. The approach to the Group’s risk management processand the Board’s review of strategic risks was revised to place more emphasis on mitigation action plans and trackingprogress against them.42 Board <strong>report</strong>s
2013 Board objectivesAs highlighted in the Chairman’s governance letter, the Board established for itself three specific objectives for 2013, as wellas supporting the management in delivering the plans and forecasts set by the Board. These objectives are as follows:(i) Continuing the process for Board review of strategy and embedding the outcomes in longer term business plans for theGroup;(ii) Strengthening management talent and establishing the resources and organisational structure required to accelerate ourgrowth plans; and(iii) Continuing to set the right tone and culture through investment in the <strong>IMI</strong> Way.Standing committees of the BoardThe standing committees of the Board are shown below and include the Audit Committee, the Nominations Committee,the Remuneration Committee and the Executive Committee. Each of these committees operates under written terms ofreference which clearly set out their respective delegated responsibilities and authorities. The full terms of reference of thesecommittees were updated in December 2010 and are part of the Corporate Governance Framework which appears onthe Company website. The committees <strong>report</strong> to the Board on their work, normally through their respective Chairmen,at quarterly or more frequent intervals as appropriate.Audit CommitteeNominationsCommitteeBoardRemunerationCommitteeExecutive CommitteeAudit CommitteeThe Audit Committee is chaired by Terry Gateley. Anita Frew and Bob Stack were members of the Audit Committeethroughout the year. Kevin Beeston was a member until he left the Board in October. Phil Bentley joined the committee on1 October <strong>2012</strong>. Terry Gateley is a qualified Chartered Accountant and has significant recent and relevant financialexperience. Phil Bentley will become Chairman of the committee when Terry Gateley retires in May. Phil Bentley is aqualified accountant and his previous career includes twelve years on the board of Centrica <strong>plc</strong>, the first seven as FinanceDirector, and time as chair of the audit committee of Kingfisher <strong>plc</strong>. The committee acts in an oversight role in respect of thefinancial statements and <strong>report</strong>s that are prepared by executive management. The committee received <strong>report</strong>s from theexternal auditor who attended its meetings when required to do so. The committee’s work included reviewing the financialstatements, accounting policies, significant issues of judgement and, as described below under the section headed ‘InternalControl’ starting on page 46, looking at the effectiveness of internal financial controls. Key issues reviewed by the committeeincluded; financial control issues in parts of Fluid Controls, assurance reviews in respect of major change projects, theaccounting treatment of certain non-recurring items as exceptional, accounting in respect of pensions, plans for buildingfunctional excellence in finance roles across the Group and accounting for acquisitions.The committee considered the independence and objectivity of the external auditor. In assessing auditor independence thecommittee had regard to the Smith Guidance for audit committees and required the auditor to confirm that its ethics andindependence policies complied with the requirements of the Institute of Chartered Accountants in England and Wales.The Group policy on the use of the auditor for non-audit work is monitored by the committee and requires approval by theChairman of the committee for any non-audit engagement where fees exceed £150,000 and does not allow work to beplaced with the auditor if it could compromise auditor independence, such as functioning in the role of management orauditing its own work. The committee also receives <strong>report</strong>s from and monitors the work of the internal audit function, knownas the <strong>IMI</strong> Group Assurance Department, and reviews the operation of the Group whistle-blowing policy and the independenthotline (www.imihotline.com). During 2011 the committee received an independent <strong>report</strong> on the effectiveness of the internalaudit function and has since been monitoring progress of the implementation of agreed recommendations.BUSINESS OVERVIEW GROUP OPERATING REVIEW RESPONSIBLE BUSINESS BOARD REPORTSFINANCIAL STATEMENTS<strong>IMI</strong> <strong>plc</strong> Annual Report <strong>2012</strong>43