Corporate Governance
Board Committees
The Committees of the Board of Directors are advisory and consultative bodies. The Board Committees are comprised
of current members of the Board of Directors, having relevant experience and expertise in the area of each Committee’s focus. The Committees can also involve external experts and consultants in their work.The primary role of the Committees is the preliminary consideration of the key issues reserved for the Company’s Board of Directors. The Committees are responsible for ensuring that issues brought before the Board have been subject to sufficient review in order to ensure that the Directors are able to cast their votes based on full and accurate information. In order to achieve this, Committee members seek to maintain a regular dialogue with management, the Company’s external auditor and other advisors on the issues that fall under their remit.
At the end of 2011, the following Committees were functioning:
- Audit Committee
- Strategy Committee
- Remuneration and Human Resources Committee
- Environmental, Health and Safety Committee
The Audit Committee |
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The Audit Committee supervises the Company’s financial and accounting activities. It reviews and evaluates the Company’s financial statements, which are prepared by the Company and audited by the Company’s external auditor. According to the Statute of the Audit Committee of PhosAgro, the Audit Committee shall consist of not less than three current members of the Board of Directors, and shall be chaired by an Independent Director. |
The Committee’s remit includes:
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As of 31 December 2011, the Audit Committee comprised:
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During the reporting period, the Audit Committee held six meetings, in which matters covering all priority areas of the Company’s activity were considered. Considerable focus was placed on improving internal audit procedures. In 2011 the Audit Committee focused on:
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The Strategy Committee |
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The Strategy Committee assists the Board of Directors in the development of the Company’s strategy and related processes, including the management of the Company’s assets and the review of major innovation and investment programmes and projects. The Committee and its Chairman are appointed by the Board of Directors, which ensures that issues within the remit of the Committee are discussed and analysed thoroughlyfrom all strategic points of view. |
The Committee’s responsibilities include:
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As of 31 December 2011, the Strategy Committee comprised:
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In 2011, the Strategy Committee held two meetings. The following topics were covered during those meetings:
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The Remuneration and Human Resources Committee |
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The Remuneration and Human Resources Committee’s Statute requires that the Committee’s Chairman is an Independent Non-Executive Director on the Company’s Board of Directors, and the Chief Executive Officer cannot be a member of the Committee. |
The Committee’s main objectives and responsibilities include:
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As of 31 December 2011, the Remuneration and Human Resources Committee comprised:
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During the reporting period, the Remuneration and Human Resources Committee held two meetings, in which the following issues were covered:
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The Environmental, Health and Safety Committee |
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The Environmental, Health and Safety Committee was formed to oversee the Company’s activities in the areas of environmental protection, the efficient use of natural resources and energy, occupational health and safety for employees, including the avoidance of industrial accidents, and to advise the Board of Directors on such issues. The Committee and its Chairman are appointed by the Board of Directors. |
The Committee’s exclusive remit covers the following areas:
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As of 31 December 2011, the Environmental, Health and Safety Committee was composed of:
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During the reporting period, the Environmental, Health and Safety Committee held one meeting, which reviewed andrecommended its approval to the Board of Directors, the new Statute of the Environmental, Health and Safety Committee and identified the main areas of the Committee’s focus. |