| 6.1 |
Keep under regular review the
structure, size and composition of the Board and determine if the
level of resourcing remains appropriate having given due
consideration to the challenges and opportunities facing the
Company and make appropriate recommendations to the
Board. |
| 6.2 |
Consider, and make recommendations to the Board for all Board appointments, and the following Board
roles:
| 6.2.1 |
The selection of: |
| |
Chairman of the Board |
| |
Chief Executive |
| |
Chairman of principal Board Committees |
| 6.2.2 |
The appointment of the Senior Independent
Director. |
| 6.2.3 |
Membership of the principal Board
Committees. | |
| 6.3 |
Consider and make recommendations to
the Board for the appointment or removal of the Company
Secretary. |
| 6.4 |
Keep under review the succession plans and resourcing for the Board and senior management, monitor
the succession planning process and make recommendations to the
Board. |
| 6.5 |
When vacancies arise, identify, in
consultation with the Chief Executive, the particular skill set and
personal attributes and characteristics that are perceived as
necessary to fulfil the role; agree a suitable job
description. |
| 6.6 |
At its own discretion and having
consulted with the Chief Executive, appoint (and agree the
remuneration to be paid) any recruitment consultancy that may be
engaged for the purpose of identifying suitable candidates for
Board appointment. |
| 6.7 |
Establish and implement a process,
using external consultants if necessary, to enable the Board to
periodically objectively and critically evaluate its own
performance and that of its Committees and members. |
| 6.8 |
At least annually review the time
commitment required from non-executive Directors. |
| 6.9 |
Ensure that on appointment
non-executive Directors receive a formal letter of appointment
setting out clearly what is expected of them in terms of time
commitment, Committee service and any involvement outside Board
meetings. |