Roles

This extract from the Halma plc 2016 Annual Report & Accounts has not been updated since publication in June 2016.

 

Chairman's responsibilities

Governance

  • promoting high standards of corporate governance;
  • leading, chairing and managing the Board;
  • ensuring all Board Committees are properly structured and operate with appropriate terms of reference;
  • regularly considering the composition and succession planning of the Board and its Committees;
  • ensuring that the Board and its Committees’ performance are evaluated on a regular basis;
  • ensuring adequate time is available for all agenda items and that the Board receives accurate, clear and timely information; and
  • ensuring that there is effective communication with shareholders.

Strategy

  • leading the Board in developing the strategy of the business and achievement of its objectives;
  • promoting open and constructive debate in Board meetings;
  • ensuring effective implementation of Board decisions with the support of the Chief Executive;
  • ensuring that the Board manages risk effectively; and
  • consulting, where appropriate, with the Senior Independent Director on Board matters.

People

  • chairing the Nomination Committee;
  • identifying and meeting the induction and development needs of the Board and its committees;
  • developing a strong working relationship with the Chief Executive;
  • ensuring a strong working relationship between executive and non-executive Directors;
  • setting clear expectations concerning the Company’s culture, values and behaviours; and
  • ensuring effective relationships are maintained with all major stakeholders in the business.
Chief Executive's responsibilities
  • providing coherent leadership and management of the Company with the Chairman;
  • developing objectives, strategy and performance standards to be agreed by the Board;
  • providing input to the Board’s agenda;
  • providing effective leadership of the Executive Board to achieve the agreed strategies and objectives;
  • securing an Executive Board of the right calibre, with specific responsibility for its composition, and ensuring that its succession plan is reviewed annually with the Chairman and the non-executive Directors;
  • monitoring, reviewing and managing key risks and strategies with the Board;
  • ensuring that the assets of the Group are adequately safeguarded and maintained;
  • building and maintaining the Company’s communications and standing with shareholders, financial institutions and the public and effectively communicating the Halma plc investment proposition to all stakeholders;
  • ensuring the Board is aware of the view of employees on issues of relevance to Halma plc;
  • living and fostering the Group values which promote ethical practices, integrity and a positive work environment, enabling the Group to attract, retain and motivate a diverse group of high-quality employees; and leading by example in establishing a performance orientated, customer focused and publicly responsible Group culture.
Executive Directors
  • implementing and delivering the strategy and operational decisions agreed by the Board;
  • making operational and financial decisions required in the day-to-day management of the Company;
  • providing executive leadership to senior management across the business;
  • championing the Group’s values and reinforcing the governance and control procedures; and
  • promoting talent management, encouraging diversity and inclusion.
Senior Independent Director
  • acting as a sounding board for the Chairman;
  • serving as a trusted intermediary for the other Directors; and
  • providing an alternative channel for shareholders to raise concerns, independent of executive management and the Chairman.
Independent Non-Executive Director
  • contributing independent thinking and judgement, and providing external experience and knowledge, to the Board agenda;
  • scrutinising the performance of management in delivering the Company’s strategy and objectives;
  • providing constructive challenge to the executive Directors; and
  • monitoring the reporting of performance and ensuring that the Company is operating within the governance and risk framework approved by the Board.
Company Secretary
  • acting as a sounding board for the Chairman and other Directors;
  • ensuring clear and timely information flow to the Board and its Committees; and
  • providing advice and support to the Board on matters of corporate governance and risk.