Policies -  Directors Duties, Director Selection and Board Operation
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The basic duties of a director of any UK company are laid down in Company Law. To quote from Butterworths Company Law Guide: "Directors must act bona fide in the interests of the company and must not exercise their powers for any collateral purpose. A director must not place himself in a position where his duty to the company and his personal interests conflict and he must not profit from his position as a director. In addition, a director must exercise reasonable care and such skill as might reasonably be expected of a person of his knowledge and experience."

There are two things worth noting here. One is that the directors duty is to the company and not to shareholders, so shareholders cannot usually sue in English law for perverse acts by directors except in the case of outright fraud. Secondly there is no requirement for particular expertise when directors are appointed - so if an idiot with no financial knowledge whatsoever is appointed to the position of financial director, and he performs to the best of his abilities, then that is OK. Indeed, as the roles of individual directors are not defined, there is no necessity to even have a "finance director".

Company law actually says nothing about director selection, very little about their appointment terms and almost nothing on the operation of company boards. As a result, much of this depends on historic practice in the UK. Only recently have such rules as the UK Listing Rules and the Combined Code on corporate governance laid down guidelines for some of these matters, but the latter are only advisory. See the separate Company Law, Stock Exchange Listing Rules and Corporate Governance pages for more information.

Needless to say, having confidence and trust in the boards of the companies you invest in, should be an essential prerequisite. If the directors are acting in a manner which you think is more in their interest than yours, or refuse to answer questions about their or the company's activities, or appear to tell you blatant lies, then there is little you can do about it (except sell your shares of course).

Perhaps some basic training in company law and ethics for anyone who is to be appointed a director of a public company would be good idea - the Institute of Directors (see www.iod.com) does offer such training but it appears to be rarely taken up.

UKSA would like to see an improvement in the training and qualifications of company directors, and a clearer definition of their roles and responsibilities.

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