Page 88 - UBP - IR2020

CORPORATE GOVERNANCE
4 DIRECTOR APPOINTMENT PROCEDURES (CONTINUED)
Board Induction
The Chairman with the the assistance of the the Company Secretary devises a a a a a a a a a a a formal and tailored induction programme for for new Directors to to to to enable them to to to to develop a a a a a a sound understanding of of the the the Company and and of of the the the Group to to to to effectively contribute to to to to strategic discussions They are are also made aware of their fiduciary duties and responsibilities The The induction programme comprises inter alia:
Key information and documents
Briefings with Senior Managers
Professional Development and Training
Directors are encouraged to to keep themselves abreast of the the latest workplace trends and professional practices Time Commitments
The Directors are expected to to devote time and meaningfully contribute to to the the the affairs of the the the Board and to to ensure that their other responsibilities do not impinge on
on
those as Director of the the Company The Board of the Company does not believe that its members should be prohibited from serving on
the the Board of other organisations unless the the number of directorships limits the the amount of of time they are able to to to dedicate to to to being a a a a a Director of of the Company The Executive Directors are however not authorised to to hold more than two directorships in listed companies outside the Group including overseas companies The Board of the Company must give its approval prior to to an Executive Director accepting a a a a a a seat on
the the Board of any any company outside the the Group Succession Plan
Upon the the recommendation of the the Corporate Governance Committee the Board has endorsed a a a a Succession Planning Policy for Directors in order to to ensure a a proper diversity and an an an appropriate balance of knowledge skills and experience on
the Board One to one briefings with the the Chairman and the the Group CEO
Site visits
5 DIRECTORS’ DUTIES REMUNERATION AND PERFORMANCE
Directors’ Duties and Responsibilities
All Directors whether Executive Executive Non-Executive or or Independent Non-Executive are bound by fiduciary duties They have both a a a a legal and moral duty to act independently in in good faith with due care and and skill and and without fetter or or instruction The Directors’ Charter duly endorsed by the the Board enables the the Directors to to better perform their their duties and ensure that their their contribution is fully effective and and meets the the standards expected from them in terms of independence ethics and integrity Non-Executive Non-Executive and Independent Non-Executive Non-Executive Directors are individuals of calibre and credibility who have the necessary skills and experience to constructively analyse independent of of management issues of of strategy performance evaluation resources equal opportunities and and standards of conduct They play a a a a a particularly vital role in in in providing independent judgement in all circumstances Executive Directors on
the the the other hand exercise their management responsibilities and their fiduciary duties in the the best interests of the Company Once appointed on
the the Board Directors receive the the key documents
pertaining to their duties and responsibilities Furthermore charters position statements and job descriptions have been devised so that there is is is a a a a clear division of responsibilities 88 - UBP INTEGRATED REPORT 2020