(a) hold the Executive to account for its leadership of the University; (b) establish performance objectives for the Vice-Chancellor, conduct regular reviews of performance against those objectives and make recommendations to the Reward and Remuneration Committee accordingly; (c) undertake the functions outlined in the Constitution; (d) consider and approve the University’s strategy objectives and values and agree a road map with the Executive to monitor their implementation; (e) provide constructive challenge and support to the Executive in delivering the University's strategy; (f) monitor the University’s performance against its strategic objectives; (g) support the Executive in further enhancing the University's relationships with its stakeholders, particularly in Plymouth and the South-West, and with its regulators; (h) develop a succession plan for their role; and (i) support (or arrange Board support for) the process for the recruitment of Executive members; ensure that the Board reflects the appropriate mix of skills and experience effectively to fulfil its responsibilities, and is reflective of the communities in which it operates; and review the performance of individual Members of the Board to ensure that:- the proceedings of the Board are conducted in accordance with the principles of governance best practice and in as transparent a way as possible; there is a clear succession plan for Members of the Board; all Members of the Board receive a thorough induction when taking up office and are made aware of the responsibilities placed on them for the proper governance of the University; opportunities for further development for all Members of the Board are regularly offered in accordance with their individual needs, with appropriate financial provision being made for this support; and discharge formal tasks including the following:- acting as Chair of Board meetings; acting as Chair of the Nominations Committee;
(a) hold the Executive to account for its leadership of the University; (b) establish performance objectives for the Vice-Chancellor, conduct regular reviews of performance against those objectives and make recommendations to the Reward and Remuneration Committee accordingly; (c) undertake the functions outlined in the Constitution; (d) consider and approve the University’s strategy objectives and values and agree a road map with the Executive to monitor their implementation; (e) provide constructive challenge and support to the Executive in delivering the University's strategy; (f) monitor the University’s performance against its strategic objectives; (g) support the Executive in further enhancing the University's relationships with its stakeholders, particularly in Plymouth and the South-West, and with its regulators; (h) develop a succession plan for their role; and (i) support (or arrange Board support for) the process for the recruitment of Executive members; ensure that the Board reflects the appropriate mix of skills and experience effectively to fulfil its responsibilities, and is reflective of the communities in which it operates; and review the performance of individual Members of the Board to ensure that:- the proceedings of the Board are conducted in accordance with the principles of governance best practice and in as transparent a way as possible; there is a clear succession plan for Members of the Board; all Members of the Board receive a thorough induction when taking up office and are made aware of the responsibilities placed on them for the proper governance of the University; opportunities for further development for all Members of the Board are regularly offered in accordance with their individual needs, with appropriate financial provision being made for this support; and discharge formal tasks including the following:- acting as Chair of Board meetings; acting as Chair of the Nominations Committee;
PU_Bye-laws__Second_Revision_-_Jan_17__3_clean_.docx