/ . 3 4
E U R O S P O R T S G L O B A L L I M I T E D
The Nomiating Committee has reviewed the contribution by each Director taking into account their listed company board
representations and other principal commitments. Key information about the Board Members, including their principal
commitments are set out on Page 17 of this annual report.
The Nominating Committee views that the effectiveness of each director is best assessed by a qualitative assessment of the
director’s contributions, as well as taking into account each director’s listed company board directorships, and any other
relevant time commitments. While having a numerical limit on the number of directorships may be considered by some
other companies to be suitable for their circumstances, at present, the Board considers the former to be more effective for its
purposes. The Company also does not wish to omit from considering outstanding individuals who, despite the demands on
their time, have the capacity to participate and contribute as new members of the Board.
The Nominating Committee views that it would not be appropriate to set a limit on the number of directorships that a director
may hold because directors have different capabilities, and the nature of the organisations in which they hold appointments
and the kind of committees on which they serve are of different complexities. It is for each director to personally determine
the demands of his competing directorships and obligations and assess the number of directorships they could hold and serve
effectively.
For now, the Nominating Committee believes that its qualitative assessment and the existing practice, which require each
director to confirm annually to the Nominating Committee, his ability to devote sufficient time and attention to the Company’s
affairs, having regard to his other commitments, are effective.
Currently, there is an informal succession plan put in place by the Executive Chairman and CEO. Going forward and at the
relevant time, the Nominating Committee will look into a formal succession plan in close consultation with the Executive
Chairman and CEO.
Cha i rman and Ch i e f E xe cu t i v e of f i c e r
Principle 3: There should be a clear division of responsibilities between the leadership of the board and the executives
responsible for managing the Company’s business. no one individual should represent a considerable concentration of
power.
Mr Melvin Goh is the Chairman of the Board and the CEO. He assumes the following responsibilities:
(a)
Lead the Board to ensure its effectiveness on all aspects of its role;
(b)
Set the agenda and ensure that adequate time is available for discussion of all agenda items, in particular strategic
issues;
(c)
Promote a culture of openness and debate at the Board;
(d)
Ensure that the directors receive complete, adequate and timely information;
(e)
Ensure effective communication with shareholders;
(f)
Encourage constructive relations within the Board and between the Board and Management;
(g)
Promote high standards of corporate governance;
(h)
Run the day-to-day business of the Group;
(i)
Ensure implementation of policies and strategies across the Group as set by the Board;
(j)
Lead the Management Team;
(k)
Assess the risk and opportunities for the growth of its business;
(l)
Review the performance of its existing business; and
(m)
Enhance the long-term shareholders’ value of the Company.
CorPoraTE
goVErnanCE rEPorT
