Vodafone 2013 Annual Report Download - page 60

Board effectiveness
Board effectiveness is reviewed every year. After the 2012 review,
the Chairman introduced a few changes to Board procedure, including
a non-executives only session before each Board meeting, as well
as a session involving just the non-executive directors and the CEO.
This has been a successful initiative, creating an additional platform for
non-executives to discuss issues or concerns, without prejudicing the
activities of the Board meeting itself
The Chairman is responsible for ensuring that each director receives
an induction on joining the Board and receives the training he or she
requires. The Company Secretary organises the induction.
Director induction
On appointment, directors receive a personalised induction
programme covering amongst other things:
a the business of the Group;
a their legal and regulatory responsibilities as directors;
a briengs and presentations from relevant executives; and
a opportunities to visit business operations.
Information and professional development
Keeping up-to-date with key business developments is essential for the
directors to maintain and enhance their effectiveness. This is achieved
as follows:
a from time to time the Board receives presentations from executives
in our business on matters of signicance. This year the Chief
Technology Ofcer and the regional chief executives delivered
a presentation on the technology and business models of sectors
adjacent to our own;
a nancial plans, including budgets and forecasts, are regularly
discussed at Board meetings;
a the directors have the opportunity to learn the views of major
investors at planned events throughout the year (see “Shareholder
engagement” on page64);
a our directors periodically visit different parts of the Group.
In September 2012 the Board met with senior management in Spain;
a the non-executive directors are provided with briengs
andinformation to assist them in performing their duties;
a the directors are regularly updated on the Group’s businesses and the
regulatory and industry specic environments inwhich we operate.
Updates are by wayof written briengs andmeetings with senior
executives and, whereappropriate, externalsources.
As part of their annual performance evaluation, directors are given the
opportunity to discuss training and development needs. Directors are
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 condent
that all its members have the knowledge, ability and experience
to perform the functions required ofa director of a listed company.
Performance evaluation
Each year the performance of the Board, its committees and directors
is evaluated. Every third year the evaluation is conducted by an external
advisor. This year the performance evaluation was conducted by Fon
Hague of Independent Board Evaluation. Mrs Hague is an independent
advisor and has no other connection with the Company.
The evaluation process took place in the spring of 2013 and involved
interviews with the Chairman, each Board member, the Company
Secretary, senior management, senior executives who frequently
interact with the Board or its committees, and the auditor, Deloitte
LLP. Reports on the effectiveness of the Board and its committees
were prepared by Mrs Hague. She discussed these with the Chairman
and with the chairmen of the committees. Mrs Hague also discussed
individual directors’ performance with the Chairman and the
Chairman’s performance with Luc Vandevelde, the senior independent
director. The Board and the Board committees considered the reports
of their effectiveness at their meetings in May 2013. Mr Vandevelde gave
feedback to the Chairman on his performance.
Mrs Hague’s reports were positive about the performance of the
Board and each of its committees. In particular, she highlighted
the Board’s strengths with respect to the seriousness with which
it takes its accountability to shareholders, its focus on governance
and the smooth operation of the Board and its committees. In light
of MrsHague’s review, the Board considers the performance of each
director to be effective and has concluded that the Board and its
committees provide the effective leadership and control required.
As a result of recommendations made in this year’s Board performance
evaluation, the Board has agreed:
a to develop further its approach to strategic planning and involve all
the directors earlier in the process of strategy development;
a to provide more opportunities for the directors to meet with
executives to assist in succession planning; and
a to ensure that induction of new directors enables them rapidly
to contribute fully to the Board.
The Board will continue to review its procedures, its effectiveness and
development in the nancial year ahead.
Corporate governance (continued)
58 Vodafone Group Plc
Annual Report 2013