Nomination Committee Report continued Succession planning Review of Board and Committees’ The Chairman’s introduction to this report sets out the effectiveness succession planning and ongoing recruitment efforts The Nomination Committee facilitated internal undertaken in respect of the Demerger and new Boards effectiveness reviews undertaken by the Board and its of each of the two demerged businesses. Committees. Committees have reported individually, elsewhere in this Annual Report, on the outcomes of their One priority for 2019 is to analyse the current skills and reviews. These were administered via surveys, with the competencies amongst the Board’s membership, which opportunity to provide anonymous feedback collated via will be used to review the skills, competencies, cognitive the Company Secretary, Link Company Matters Limited. and personality diversity, gender and nationality diversity of the present Board and to identify gaps and areas The Non-Executive Directors, led by the Senior Independent for improvement, including from a diversity perspective, Director, are responsible for the annual evaluation of and to help with succession planning and recruiting. the Chairman’s performance and this was carried out in December 2018. As part of this process, the Nomination Talent development Committee reviewed its own effectiveness. On the basis We are committed to talent development programmes of this, the Committee will spend time in 2019 reviewing and initiatives within the Group. We increase the skills of succession plans within the Executive Management and our existing executive managers and develop a pipeline initiatives to encourage talent development across the of new executive, senior and middle managers through Group, with a particular focus on digitalisation. coaching, mentoring and leadership programmes. We continue to expand our programme year-on-year to include management at lower levels. Career progression is tangible if our managers have the right mindset and work ethic. The Board also met with members of middle management throughout the year. Our talent development programmes continue to be characterised by transparency, viewing oneself as part of a team of leaders, helping others to succeed and honest feedback. They are also focused on the promotion of teamwork and development of teams, aiming to teach managers to: •have the courage to give and seek feedback; •realise that “a stronger me plus a stronger you makes a stronger us”; •value meritocracy over favouritism; •encourage challenge and dialogue instead of authoritative decision-making; and •favour cooperation over individualistic or “heroic” behaviour. 120 Annual Report 2018Bank of Georgia Group PLC