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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 » 3. Selecting,Inviting and Orienting New Directors
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Selecting-Inviting-Orienting-New-Directors
Selecting, Inviting and Orienting New Directors

4.1 Chairman's roles and responsibilities
 
4.1.1 Role. The Chairman plays a central role in ensuring effective governance and effective functioning of the board.

4.1.2 Responsibilities. On top of overall responsibilities similar to those of other Directors, it is the responsibility of the Chairman to:

A. Ensure that all relevant issues are on the board’s agenda;
B. Run the board meetings;
C. Ensure implementation of board decisions;
D. Ensure that all members are involved;
E. Play full part in board’s activities;
F. Ensure Directors are provided with timely, relevant information and briefed in key issues;
G. Ensure that Directors are properly inducted in the affairs of the company;
H. Encourage Directors to upgrade their skills continuously;
I. Maintain constant communication with key shareholders and ensure that shareholder concerns are communicated to the board as a whole;
J. Lead the performance evaluation of the board as a whole and of individual Directors.
 
4.2 The separation of chairman / CEO roles
 
4.2.1 The roles of the chief executive officer and the chairman should be separated, to ensure appropriate balance of power,
increase accountability and the independence of the board.

4.2.2 The CEO should generally not go on to become the chairman after his retirement.