31
A N N U A L R E P O R T 2 0 1 6
CORPORATE
GOVERNANCE
Guideline
Code and/or Guide Description Company¡¯s Compliance or Explanation
(e) proposing objective performance criteria for evaluation of the Board¡¯s performance as
a whole which allows for comparison with industry peers and address how the Board
has enhanced long-term shareholder value;
(f)
carrying out, at least annually, a formal assessment of the performance and
effectiveness of the Board as a whole and its board committees and the contributions
of individual Directors to the effectiveness of the Board, based on the process
implemented by the Board;
(g) based on the results of the performance evaluation, providing its views and
recommendations to the Board, including any appointment of new members; and
(h) the review of board succession plans for directors, in particular, the Chairman and for
the CEO.
1
The term ¡°
principal commitments
¡± shall include all commitments which involve significant time
commitment such as full time occupation, consultancy work, committee work, non-listed company
board representations and directorships and involvement in non-profit organisations. Where a
director sits on the boards of non-active related corporations, those appointments are not normally
considered principal commitments.
4.4
(a) What is the maximum number
of listed company board
representations that the
Company has prescribed for
its directors? What are the
reasons for this number?
For the reasons explained in Guideline 4.4(b) below, the Board has not prescribed a
maximum number of listed company board representations that each Director may hold.
