Vodafone 2008 Annual Report Download - page 68

Under the laws of England and Wales, the executive and non-executive directors
are equal members of the Board and have overall collective responsibility for the
direction of the Company. In particular, non-executive directors are responsible for:
bringing a wide range of skills and experience to the Group, including
independent judgement on issues of strategy, performance, financial controls
and systems of risk management;
constructively challenging the strategy proposed by the Chief Executive and
executive directors;
scrutinising and challenging performance across the Group’s business;
assessing risk and the integrity of the financial information and controls of the
Group; and
ensuring appropriate remuneration and succession planning arrangements
are in place in relation to executive directors and other senior executive roles.
Board effectiveness
Appointments to the Board
There is a formal, rigorous and transparent procedure, which is based on merit
and against objective criteria, for the appointment of new directors to the Board.
This is described in the section on the Nominations and Governance Committee
set out on page 67. Individual non-executive directors are generally expected to
serve two three-year terms. At the end of the second three-year term, a rigorous
and detailed analysis is undertaken and only then would a non-executive director
be invited to serve a third term. The non-executive directors are generally not
expected to serve for a period exceeding nine years. The terms and conditions
of appointment of the non-executive directors are available for inspection at the
Company’s registered office and will be available for inspection at the AGM from
15 minutes before the meeting until it ends.
Information and professional development
Each member of the Board has immediate access to a dedicated online team room
and can access monthly information including actual financial results, reports
from the executive directors in respect of their areas of responsibility and the Chief
Executive’s report which deals, amongst other things, with investor relations, giving
Board members an opportunity to develop an understanding of the views of major
investors. These matters are discussed at each Board meeting. From time to time,
the Board receives detailed presentations from non-Board members on matters
of significance or on new opportunities for the Group. Financial plans, including
budgets and forecasts, are regularly discussed at Board meetings. The non-
executive directors periodically visit different parts of the Group and are provided
with briefings and information to assist them in performing their duties.
The Chairman is responsible for ensuring that induction and training programmes
are provided and the Company Secretary organises the programmes. Individual
directors are also expected to take responsibility for identifying their training
needs and to take steps to ensure that they are adequately informed about the
Company and their responsibilities as a director. The Board is confident that all its
members have the knowledge, ability and experience to perform the functions
required of a director of a listed company.
On appointment, individual directors undergo an induction programme covering,
amongst other things:
the business of the Group;
their legal and regulatory responsibilities as directors of the Company;
briefings and presentations from relevant executives; and
opportunities to visit business operations.
If appropriate, the induction will also include briefings on the scope of the Internal
Audit function and the role of the Audit Committee, meetings with the external
auditor and other areas the Company Secretary deems fit, considering the
director’s area of responsibility.
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The Company Secretary provides a programme of ongoing training for the
directors, which covers a number of sector specific and business issues, as well
as legal, accounting and regulatory changes and developments relevant to
individual director’s areas of responsibility. Throughout their period in office, the
directors are continually updated on the Group’s businesses and the regulatory
and industry specific environments in which it operates. These updates are
by way of written briefings and meetings with senior executives and, where
appropriate, external sources.
The Company Secretary ensures that the programme to familiarise the non-
executive directors with the business is maintained over time and kept relevant
to the needs of the individuals involved. The Company Secretary confers with
the Chairman and senior independent director to ensure that this is the case.
Performance evaluation
Performance evaluation of the Board, its committees and individual directors takes
place on an annual basis and is conducted within the terms of reference of the
Nominations and Governance Committee with the aim of improving individual
contributions, the effectiveness of the Board and its Committees and the Group’s
performance. Prior to the 2007 financial year, the evaluation was internally facilitated.
Following on from the externally facilitated evaluation of the Board’s performance
during the 2007 financial year, the Board has undertaken a formal self-evaluation
of its own performance. The process involved the Chairman:
sending a template questionnaire to each Board member which was completed
and returned;
undertaking individual meetings with each Board member on Board
performance;
producing a report on Board performance, with the assistance of an external
agency, using the completed questionnaire and notes from the individual
meetings; and
preparing a summary which was sent with the report to Board members for
discussion at the following Board meeting.
The evaluation was designed to determine whether the Board continues to be
capable of providing the high level judgement required and whether, as a Board,
the directors were informed and up to date with the business and its goals and
understood the context within which it operates. The evaluation also included
a review of the administration of the Board covering the operation of the Board,
its agenda and the reports produced for the Board’s consideration. The Board
will continue to review its procedures, its effectiveness and development in the
financial year ahead.
The Chairman leads the assessment of the Chief Executive and the non-executive
directors, the Chief Executive undertakes the performance reviews for the
executive
directors and the senior independent director conducts the review of
the performance
of the Chairman by having a meeting with all the non-executive
directors together and individual meetings with the executive directors and the
Company Secretary. Following this process, the senior independent director
produces a written report which is discussed with the Chairman.
The evaluation of each of the Board committees was undertaken using an online
questionnaire that each member of the committees and others who attend
committee meetings or interact with committee members are required to
complete. The results of the questionnaires were discussed with the Chairman
of the Board and the members of the committees.
The evaluations found the performance of each director to be effective and
concluded that the Board provides the effective leadership and control required
for a listed company. The Nominations and Governance Committee confirmed
to the Board that the contributions made by the directors offering themselves
for re-election at the AGM in July 2008 continue to be effective and that the
Company should support their re-election.
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66 Vodafone Group Plc Annual Report 2008
Vodafone – Governance
Corporate Governance continued