Strategic report Governance Financial statements Other information CORPORATE GOVERNANCE REPORT CONTINUED •The Group’s liquidity and capital adequacy, and the approval Role of the Chair Role of Chief Executive Officer of its 2020 ICAAP; The Chair, Deanna Oppenheimer, is responsible for leading the The Board delegates responsibility for the executive leadership Approval of the Group’s three year operating plan; Board and ensuring that it is effective in discharging its duties. of the Group’s business to its Chief Executive Officer, Chris Hill. • Her key responsibilities are to: His key responsibilities are to: •Maintaining oversight of the Group’s risk management Chair the Board, the Nomination Committee and general Lead the senior management team in the day-to-day running framework and approval of its risk appetite statement; • • meetings of the Company; of the Group’s business in accordance with the Board approved •Monitoring the status of the Group’s reputation; Set the Board agenda and ensure the Board receives accurate, strategic objectives; • •Approval of updates to the Group’s key policies, including timely and clear information, and that adequate time is available • Chair the Group Executive Committee in its oversight of the conflicts of interest, whistleblowing and Board diversity; and for discussion of all agenda items, in particular strategic issues; performance of the Group’s principal operating subsidiaries Progress of recommended actions from the annual evaluations Set clear expectations concerning the Company’s culture, against the Board approved strategic objectives and • • communicate any decisions and recommendations to the Board; of Board performance, including further embedding best practice values and behaviours and the style and tone of Board and developing the resilience and expertise of the Board. discussions; • Review the operational performance and strategic direction Division of responsibilities Demonstrate ethical leadership and promote the highest of the Group’s business; • The Board recognises the importance of a clear division of standards of integrity, probity and corporate governance • Ensure that appropriate systems of internal control and risk responsibilities between Executive and Non-Executive roles, and in throughout the Company and particularly at Board level, management are in place and operating in accordance with the particular a clear delineation of the Chair’s responsibility to run the and generally ensure the effective governance of the Group; Group’s risk appetite approved by the Board; and Board and the Chief Executive Officer’s responsibility for running Promote a culture of mutual respect, openness and debate Together with the Chair, provide coherent leadership of the the Group’s business. The roles of Chair, Chief Executive Officer • • and Senior Independent Director are clearly defined and have been by facilitating the effective contribution of Non-Executive Group and promote adherence to its culture and values. approved by the Board. Directors, develop productive working relationships with the Chief Executive Officer and Chief Financial Officer, and ensure there are constructive relations between Executive and Non-Executive Directors generally; •Encourage all Board members to engage in Board and Committee meetings by drawing on their skills, experience, knowledge and, where appropriate, independence; •Ensure effective communication with the Company’s shareholders and other stakeholders, and that the Board as a whole is made aware of their views; and •Ensure that the performance of the Board, its Committees and individual Directors is evaluated at least once a year and that the results of the evaluation are acted upon. 75 Hargreaves Lansdown Report and Financial Statements 2021