• Find us at |
search |
Corporate Governance
Corporate Governance Defintion Principles
1. The Mission of the Board 2. Board Membership Criteria 3. Selecting,Inviting and Orienting New Directors 4. Chairman?s roles, responsibilities and separation of Chairman/CEO roles. 5. Board size 6. Definition of Independence 7. Proportion of independent Directors 8. Conflicts of Interest 9. Commitment/Changes in Job Responsibility 10. Election Term/Term Limit/Mandatory Retirement 11. Evaluating Board performance 12. Board Compensation Review 13. Board's Interaction with Institutional Investors 14. Board Meetings and Agenda 15. Board Information Flow, Materials and Presentations 16. Number, Structure and Independence of Committee 17. Committee Meeting Frequency, Length and Agenda 18. Assignment and Rotation of Committee Members 19- FORMAL EVALUATION OF THE CHIEF EXECUTIVE 20. Executive Compensation 21. Succession Planning/Management Development 22. Outside Consultancy 23. Contents of Disclosure 24. Disclosure Regarding Compensation and Director Assessment 25. Disclosure Regarding Corporate Governance 26. Accuracy of Disclosure/Internal Control 27. Shareholder Voting Practices 28. Shareholder Voting Powers 29. Shareholder Meetings/Proxy 30. Merger and acquisition 31. The Role of Stakeholders
DISCLOSURE POLICY Audit Committee Charter Internal Audit Charter Complaints Policy requirement rules
STC » Landing » Corporate Governance » Principles » 19- FORMAL EVALUATION OF THE CHIEF EXECUTIVE
Decrease font | Enlarge font | Print this page | Send this page
Formal-Evaluation
Formal Evaluation of the Chief Executive

19.1 Evaluation process :


19/1/1 Specific procedures for evaluation and review of CEO performance will be established, and their existence will be disclosed.
19/1/2 The board is responsible for selection, monitoring, evaluation, and, when necessary, replacement of the CEO.
19/1/3 Specific procedures for evaluation and review of management performance will be established, and their existence will be disclosed.
19/1/4 The board might call upon independent advisors to assist in the evaluation process.
19/1/5 The evaluation of the CEO should be linked to his remuneration and the process of reappointment.
19/1/6 Independent Directors should objectively assess the performance of the management.  

19.2 Evaluation criteria :
19/2/1 The CEO will be annually evaluated on his performance against objectives established by the board (including business results, achievement of strategy and other) and his contribution on corporate strategy.
19/2/2 CEO evaluation criteria will be aligned with long-term interest of shareholders, CEO should be evaluated against a comparable peer group and significant portion of the CEO total compensation should be based on performance