Académique Documents
Professionnel Documents
Culture Documents
GUIDANCE
b. Is it primarily left to the individual director to identify their development needs and
source solutions
c. Do all board members complete professional CPD and maintain a CPD log
KPI MEASURES
GUIDANCE
Agenda quality standards, referenced to the board TOR, applied and monitored a. Do board meetings always run out of time
Standards applied to the quality and clarity of information provided
Board papers and reports assessed and rated by the board, with feedback
provided to the authors
c. Are the right items and issues going to the board or is everything going up and
little gets decided
KPI MEASURES
GUIDANCE
Communication of principles to the executive team and how they are expected
to be applied
a. Does the board have a clear set of principles that apply to all remuneration
decisions
Monitoring of risk committee input to decisions for key personnel and how
this influenced final decisions
b. How are decisions tested against these principles and what evidence is provided
to the board
c. What input is required from the risk function to remuneration decisions for key
personnel
Agenda items and board minutes show the quality and frequency of discussion d. How are individual performance results assessed for compliance with the risk
framework and measures
e. What opportunities are provided for the whole board to review and challenge
executive and senior management remuneration decisions and awards
KPI MEASURES
GUIDANCE
a. How close to the business is the board and how interested in the business are the
board members
b. How regular and frequent is the engagement and involvement with the business
Frequency and substance of changes to board MI c. Does the board always meet in the corporate HQ or are meetings held at other
business sites
KPI MEASURES
GUIDANCE
a. Does the board have a clear and well articulated vision for the firm
b. Does the board make clear what this means relevant to operational practice
c. Does the board review and challenge the effectiveness of the product approval process
d. Does the board know how many proposed products were rejected by the risk
management committee and for what reason
e. If few or none were rejected, what action would the board take
f. Equally, if most products are rejected, what action would the board take
g. How are product managers held to account by the board
h. Does the board know how suitable new products are for their customers
i. What extra MI do they seek to establish suitability, such as how long customers keep
new products
KPI MEASURES
GUIDANCE
d. What reassurance does the board seek that what is agreed in the boardroom is
implemented/happening within the business
KPI MEASURES
GUIDANCE
a. Does the board commission/receive regular customer information and KPI data e.g.
- Customer satisfaction ratings
- Mystery shopper results
- Complaints data
- Customer retention data
- Product longevity reports
Staff insight activities directly commissioned and b. What insight is provided to the board with this MI and data reports
overseen
Board level reviews undertaken of the insight
reports and actioned
d. What methods are used by the board to measure staff satisfaction, particularly
around what they are asked to do e.g. customer contact and product promotion, what
do staff do and how do they feel about it
e. What process does the board follow to review and follow up the insight reports,
challenge negative outcomes and behaviours or recognise positive behaviours