Director Onboarding Værktøj til at sikre at nye bestyrelsesmedlemmer hurtigt får indsigt og kommer up to speed

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Anna Maria Gregersen
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1 Director Onboarding Værktøj til at sikre at nye bestyrelsesmedlemmer hurtigt får indsigt og kommer up to speed 12. november 2014

2 Indhold Onboarding/Induction Nomineringsudvalg/vederlagsudvalg Page 2

3 Onboarding/Induction Page 3

4 Anbefalinger for god selskabsledelse Anbefalinger for God Selskabsledelse Maj 2013 Opdateret maj 2014 Ny kommentar Page 4

5 Anbefaling for God Selskabsledelse (maj 2014) 47 anbefalinger (uændret fra 2013) 1. Kommunikation og samspil med selskabets investorer og øvrige interessenter 2. Bestyrelsens opgaver og ansvar 3. Formanden og næstformanden for bestyrelsen 4. Ledelsens vederlag 5. Regnskabsaflæggelse, risikostyring og revision Ikke specifik Anbefaling om onboarding. Dog forord til kap. 2: medlemmerne løbende opdaterer og uddyber deres viden om relevante forhold for selskabet Page 5

6 The UK Corporate Governance Code (September 2014) B.4: Development Main Principle All directors should receive induction on joining the board and should regularly update and refresh their skills and knowledge. Supporting Principles The chairman should ensure that the directors continually update their skills and the knowledge and familiarity with the company required to fulfil their role both on the board and on board committees. The company should provide the necessary resources for developing and updating its directors knowledge and capabilities. To function effectively all directors need appropriate knowledge of the company and access to its operations and staff. Page 6

The UK Corporate Governance Code (September 2014) B.4: Development Code Provisions B.4.1. The chairman should ensure that new directors receive a full, formal and tailored induction on joining the board.

7 The UK Corporate Governance Code (September 2014) B.4: Development Code Provisions B.4.1. The chairman should ensure that new directors receive a full, formal and tailored induction on joining the board. As part of this, directors should avail themselves of opportunities to meet major shareholders. B.4.2. The chairman should regularly review and agree with each director their training and development needs. Page 7

8 The UK Corporate Governance Code (September 2014) B.5: Information and Support Main Principle The board should be supplied in a timely manner with information in a form and of a quality appropriate to enable it to discharge its duties. Supporting Principles The chairman is responsible for ensuring that the directors receive accurate, timely and clear information. Management has an obligation to provide such information but directors should seek clarification or amplification where necessary. Under the direction of the chairman, the company secretary s responsibilities include ensuring good information flows within the board and its committees and between senior management and non-executive directors, as well as facilitating induction and assisting with professional development as required. Page 8

9 Induction Programme Group overview History Shareholders Strategy Articles of association Organisation/lines of defence Business structure BOD and committees Corporate Governance Terms of reference Policies/codes Board and management information Performance Press coverage Analyst reports Values, ethics Minutes last months Key issues Annual plans Page 9

10 Induction Programme (continued) Executive management Policies/codes Management information/reporting Financials Last year(s) Budgets/plans KPI s Financial reporting Compliance Marketing customers Audit long form reports IT Page 10

11 Induction Programme (continued) Risk Management Legal/whistleblowing Meetings/site visits Key individuals Key divisions/locations Page 11

12 EY Assurance Tax Transactions Advisory Om EY EY er en af verdens førende organisationer inden for revision, skat, transaktioner og rådgivning. Den indsigt og de ydelser, vi leverer, hjælper med at opbygge tillid til kapitalmarkederne og den globale økonomi. Vi udvikler dygtige ledere og medarbejdere, som sammen leverer det, vi lover vores interessenter og bidrager til, at arbejdsverdenen og arbejdslivet fungerer bedre - for vores medarbejdere, vores kunder og det omgivende samfund. EY henviser til den globale organisation og kan referere til et eller flere medlemsfirmaer inden for Ernst & Young Global Limited, som hver især udgør en selvstændig juridisk enhed. Ernst & Young Global Limited, som er et engelsk company limited by guarantee, yder ikke kunderådgivning. Flere oplysninger om vores organisation kan findes på ey.com Ernst & Young P/S All Rights Reserved. Dette materiale er udarbejdet alene til orientering, og oplysningerne i det tilsigter ikke at være fyldestgørende, og de træder ikke i stedet for udførlige analyser eller udøvelsen af professionelle skøn. I konkrete sager opfordres brugere til at henvende sig til EY s rådgivere. ey.com Page 12

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