糖心探花

糖心探花 - The role of the Board

the role of the board

The role of the Board

Providing strategic direction

The Board is collectively responsible to shareholders of the Company for its performance and for the Group鈥檚 strategic direction, its values and its governance. It provides the leadership necessary for the Group to meet its performance objectives within an effective risk management and internal control framework.


The Board has reserved to itself certain key matters on which it alone may make decisions. These include the Group鈥檚 business strategy, its budget, dividends and major corporate activities.

The Board is also responsible for establishing and maintaining an effective risk management and internal controls framework, reviewing the Company鈥檚 governance framework, and for approving the Standards of Business Conduct and other Group policies.

Additional matters addressed annually by the Board and its key activities during the year are specified in the Governance section in the Company鈥檚 Annual Report and Form 20-F. Matters reserved for the Board can be found听here.

The Non-Executive Directors, led by the Chair of the Board, meet if required, without the Executive Director(s) prior to or following meetings of the Board.

The Non-Executive Directors, led by the Senior Independent Director, meet without the Chair of the Board present at least annually and on such other occasions as they require.

The roles and primary responsibilities of the Chair of the Board, Senior Independent Director, Chief Executive, and Chief Financial Officer are as follows:

Chair of the Board

The Chair of the Board is pivotal in creating the conditions for overall Board and individual Director effectiveness. The Chair of the Board is responsible for leadership of the Board, for ensuring its effectiveness on all aspects of its role and for facilitating the productive contribution of both Executive and Non-Executive Directors.

The Chair of the Board sets the agenda for Board meetings in consultation with the Chief Executive and the Company Secretary. The Chair of the Board is also responsible for ensuring that the Board understands the views of shareholders, the workforce, customers and other key stakeholders.

The Chair of the Board is accountable to the Board for leading the direction of the Group's corporate and financial strategy and for the overall supervision of the policies governing the conduct of the Group鈥檚 business.

Senior Independent Director


The role of the Senior Independent Director (鈥淪ID鈥) is to act as a sounding board and support for the Chair of the Board and serve as an intermediary where necessary for the other Directors. The SID鈥檚 specific duties and responsibilities are to:

  • 听lead the听review of the performance of the Chair of the Board on behalf of the other Directors;
  • 听preside at meetings of the Main Board and shareholders in the absence of the Chair of the Board;
  • 听chair the Nominations Committee when it is considering the succession of the Chair of the Board; and
  • 听be available to shareholders if they wish to convey concerns to the Board other than via the Chair of the Board or Executive Director(s).

Chief Executive


The Chief Executive has overall responsibility for the performance of the Group鈥檚 business and delivery of strategy.听The Chief Executive provides leadership to the Group to enable the successful planning and execution of the objectives and strategies agreed by the Board.听The Chief Executive is also responsible for stewardship of the Group鈥檚 assets and, jointly with the Chair of the Board, for representation of the Group externally.

Chief Financial Officer


The Chief Financial Officer is primarily responsible for the financial and risk matters of the Company and is an Executive Director role. The Chief Financial Officer鈥檚 specific duties and responsibilities include to:

  • 听lead the Group in respect of financial matters;
  • 听enable planning and execution of Group financial objectives and strategies;
  • 听provide information to the Board on the Group鈥檚 financial performance.

Board Performance Review


The Board conducts a rigorous performance review of its activities on an annual basis. This is facilitated either by the Company Secretary or, at least every three years, by an external reviewer. The process includes a peer review of the performance of the Chair of the Board, the Executive Directors, the Non-Executive Directors, the Board and its principal Committees. The Chair of the Board also discusses the effectiveness and performance of the Non-Executive Directors annually.

  • The overall performance review is discussed with the Chair of the Board and presented to the Board and each of the Committees in respect of their own performance.
  • The reviews of individual performance of each Director (excluding the Chair鈥檚) are discussed by the Chair of the Board with that Director, as appropriate.
  • The review of the Chair鈥檚 performance is discussed by the Non-Executive Directors without the Chair present and feedback is given by the Senior Independent Director to the Chair on a one-to-one basis.

Role of the Management Board


罢丑别听Management Board听has responsibility for overseeing the implementation by the Group鈥檚 operating subsidiaries of the policies and strategy set by the Board and for creating the framework for听Group subsidiaries鈥 day-to-day operations.听