Strategic Report
Financial Statements
Governance
97
BOARD CHAMPIONS The Board has designated specific responsibilities to various Non-Executive Directors in relation to Consumer Duty, employee engagement, sustainability and whistleblowing. During the year, formal role profiles were developed with input from the respective Non-Executive Directors for consideration and approval by the Committee. The role profiles will be reviewed by the Committee on an annual basis as part of the Board and Director performance reviews. An extract of a role profile is provided below. CONSUMER DUTY CHAMPION – ROLE PROFILE EXTRACT The Non-Executive Director is expected to: • meet regularly with stakeholders to ensure good customer outcomes; • meet on a quarterly basis with the Director of Compliance; • periodically attend the GRCC to present their insights on progress; and • provide support to management on all papers with a Consumer Duty theme.
CULTURE The Committee considered the Board’s approach to assess, measure and monitor Just’s culture and its alignment with the expectations of the Code. There was a discussion on proposed enhancements to the Board’s oversight role and it was agreed that a bi-annual report on culture will be presented to the Board in future. An overview of the Board’s role in the oversight and embedding of Just’s culture is included in the Governance in Operation report. PRIORITIES FOR THE YEAR AHEAD The focus of the Committee for the year ahead is to continue to strengthen the effectiveness of the Board’s governance and oversight framework, and to oversee the implementation of the 2024 iteration of the Code. Director recruitment and induction, and succession planning will also be key areas of focus in 2025. On behalf of the Nomination and Governance Committee
JOHN HASTINGS-BASS Chair, Nomination and Governance Committee 6 March 2025
BOARD RECRUITMENT AND SUCCESSION PROCESS
STAGE 1 Confirm objective of the process and role specification
STAGE 2 Engage an external recruitment firm and set out process
STAGE 3 Assess how the specification can be met through a longlist
STAGE 4 Review technical and cultural fit to agree a shortlist
STAGE 5 Identify the preferred candidate to recommend to the Board
BOARD SKILLS AND EXPERTISE TO SUPPORT LONG-TERM SUCCESS The skills and expertise matrix below sets out a high level of skills and experience that the Non-Executive Directors have assimilated outside of their Board role at Just. The collective position is enhanced by the innate differences in approach and thinking styles, which results from the diverse background and experience of each individual as set out in their biographies on pages 72 to 74. Core skills Secondary skills
John Hastings-Bass
Jim Brown Michelle Cracknell
Mary Kerrigan
Mary Phibbs
Sectoral Experience
Insurance/Financial Services Pensions Equity Release
Functional Expertise
Actuarial Customer Experience Digital/Fintech
Finance/Audit/Accounting Mergers and Acquisition Remuneration Risk Management Sustainability
Other
Financial Services Regulation Listed Board Experience
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