the Board is assessed in the areas of Corporate Strategy and Direction Setting, Board Governance and Oversight, Board Composition, Boardroom Conduct and Dynamics, Board Management and Operation as well as its Key Priorities as well as the effectiveness of the Chairman. The assessment of individual Directors’ contribution and performance is conducted based on performance criteria of which among others are as follows: • will and ability to critically challenge and ask the right questions; • confidence to stand up for a point of view and offer advice/guidance; • character and integrity in dealing with potential conflict of interest situations; • calibre and personality; • commitment to serve the Company; • due diligence and integrity; • fit and properness; • independence and objectivity; • skills and competencies; and • contributionand performance. The BEA also included the evaluation of dynamics and culture of the Board especially new Directors’ impact to the overall leadership and risk profile balance. The effectiveness of Board Committees is assessed in terms of structure and processes, accountabilities and responsibilities and its dynamic/composition as well as the effectiveness of the Chairmen of respective Board Committees. The SPA for the Board Committee members is similar to the Directors’ SPA, which is intended to assess their contribution, performance, calibre and personality in relation to the skills, experience and other qualities they bring to the Board/Board Committees. The SPA also examines the ability of each Board or Committee member to give input at meetings and to demonstrate a high level of professionalism and integrity in the decision-making process. It also takes into account the ability of each individual member to exercise independent judgement and demonstrate objectivity and clarity of thought on issues during deliberations at meetings, provide logical honest opinion and offer practical and realistic advice to the discussions. The feedback from the T op Management was also being sought via