Marks and Spencer 2006 Annual Report Download - page 37

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35Marks and Spencer Group plc
The following table sets out the number of meetings of the Board and its committees during the year and individual attendance by
Board and committee members at those meetings:
Group Audit Remuneration Nomination CSR
Board Committee Committee Committee Committee
Meetings held during the year 11 51743
Paul Myners, Chairman 11 – – 4 3
Lord Burns, Deputy Chairman (appointed 1 October 2005) 6 – – 2 2
Stuart Rose, Chief Executive 11––––
Executive Directors
Ian Dyson (appointed 27 June 2005) 9 ––––
Steven Sharp (appointed 8 November 2005) 5 – – – 22
Charles Wilson (resigned 28 October 2005) 6 ––––
Non-Executive Directors
Jeremy Darroch (appointed 1 February 2006) 2 ––––
Anthony Habgood (resigned 30 August 2005) 3112–
Steven Holliday (appointed 15 July 2004) 10 4 4 4 –
Jack Keenan 11 5743
Kevin Lomax 11 5 7 4 –
David Michels (appointed 1 March 2006) 2 ––––
Louise Patten (appointed 1 February 2006) 2 – 1 – –
1The Audit Committee has rescheduled its meetings, bringing forward its April 2006 meeting to January 2006. As a result 5 meetings were held in 2005/06.
2Steven Sharp has been a member of the CSR committee since 13 October 2004.
Steven Holliday and Anthony Habgood were unable to attend the AGM in Birmingham on 12 July 2005 due to previous personal commitments and business priorities
respectively.
Alison Reed resigned on 30 April 2005 and did not attend any of the above meetings.
Performance evaluation
Collective performance: Board and committees
The collective performance of the Board and its committees has been reviewed through a combination of questionnaire responses,
individual discussions and Board meetings to review findings. Progress has been tracked during the year against an agreed
action plan.
In March 2005 the Chairman consulted with the Board on the most appropriate way to evaluate performance. Appreciating that time
together as a new Board was relatively short and that its reconstitution was not yet complete, it was still felt that a rigorous review
would be valuable. The Chairman issued a detailed questionnaire to all directors who were invited to focus specifically on areas
requiring priority action and to give honest and constructive feedback so that the Board could review its performance in a thorough
and thoughtful manner.
The process was extended further this year to include external advice and support, together with individual discussions, allowing
greater opportunity to explore issues on an individual basis. A non-attributable executive summary focusing on the key themes
was issued to directors in preparation for a Board discussion led by the Chairman. A detailed plan was drawn up which identified
a number of areas for action. Timescales and owners were allocated to each subject matter and this action plan has been
subsequently regularly reviewed by the Board at each Board meeting.