Experian 2013 Annual Report Download - page 65
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Please find page 65 of the 2013 Experian annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.Group can expect to face in the coming
years were also highlighted, including:
data security, management succession,
the increasing regulatory environment,
the effective allocation of resources and
geographical expansion. These are areas
that are already scrutinised by the Board,
and will continue to be.
Overall, the Board concluded that it
is operating effectively and that each
director is contributing to the overall
effectiveness and success of the Group.
In terms of Board performance, the
following priorities were identified:
•Strategy – continue the Board’s
key development role, especially in
the context of developing market
opportunities and increased regulation.
Board meetings
The Board meets regularly during the
year and on an ad-hoc basis as required.
For each scheduled meeting, the
directors normally meet over a two or
three day period and Board committee
meetings are also held during the time
the directors are together. Structuring
the Board and committee meetings in
this way enhances the effectiveness of
the Board and its committees. At least
one overseas Board meeting is held
each year, which provides management
across the Group with the opportunity
to present to the Board and meet the
directors informally.
Board evaluation
A comprehensive evaluation of the
performance of the Board, its committees
and each of the directors is carried out
every year. For 2012, the Board evaluation
was facilitated internally, led by the
Chairman and supported by the Company
Secretary. Using online evaluation
software, the views of all directors
and regular Board attendees were
canvassed in respect of the performance
of the Board, and the following broad
categories were evaluated:
•the role of the Board and directors;
•Board support and the role of the
Company Secretary;
•decision-making;
•Board composition and succession
planning;
•the performance of the Board,
its committees and directors;
•risk;
•relations with shareholders; and
•priorities.
This process was complemented with
separate meetings between each director
and the Chairman. The evaluation of the
Chairman himself was undertaken by the
Deputy Chairman, through consultation
with the other directors and the Chief
Executive Officer. Each principal Board
committee also reviewed its own
performance and, in all cases, no issues
of concern were raised.
An independently drafted report on
the results of the Board evaluation was
circulated to directors ahead of, and
considered at, the Board meeting held
in January 2013. The findings of the
evaluation were positive in all of the
areas highlighted above, with particular
highlights including the role of the Board
in providing direction for management,
the quality of Board decisions, the
effectiveness of the Board in setting the
Group strategy, the role of the Chairman
and committee chairmen in the decision-
making process, the quality of support
that the Board receives, the robust and
high-quality debate at Board level and the
importance of risk in making decisions.
Some key operational issues that the
Case study: Induction programme – Deirdre Mahlan and George Rose
Deirdre and George were appointed on 1 September 2012, and took part in an
intensive induction programme which was presented under three key themes:
Corporate, Products and Propositions, and Regional and Geographic Issues.
The programme was designed to align with existing Board meetings and
events, and sessions were held in Dublin, London and Costa Mesa, California.
Under each of the themes, the new directors received the following induction
from senior executives:
Corporate – the history of the Group, briefings on strategy (operational,
financial and corporate development), growth programmes, investor relations,
audit, legal and regulatory, talent, governance and risk, information security
and brand.
Products and Propositions – details of strategic accounts/clients,
each of the global business lines and demonstrations on a number of the
Experian products.
Regional and Geographic Issues – presentations from the leaders of
businesses in North America, Latin America, UK and Ireland, EMEA and
Asia Pacific, as well as the leader responsible for strategic markets.
Business overview Business review Governance Financial statements
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