Countryside Properties operates through its Board of Directors with day-to-day operation conducted by the Executive Management Team. The Board is responsible for business strategy, risk and oversight of the Executive Management Team. The Executive Management Team has responsibility for the day-to-day operation of the business and for developing strategy for the Board's input and approval.

The Board

Responsible for the overall conduct of the Group’s business including our long-term success; setting our values, standards and strategic objectives; reviewing our performance; and ensuring a successful dialogue with our shareholders. The matters reserved for the Board can be found here.

Role and responsibilities

  • Leads the Board and sets the cultural tone from the top
  • Ensures high standards of corporate governance and open dialogue between Executive and Non-Executive Directors
  • Maintains a well-balanced and highly effective Board and ensures an annual review of its effectiveness
  • Ensures effective communication with shareholders
  • Maintains an appropriate balance between the interests of stakeholders
  • Agress the Group Chief Executive's personal objectives

Role and responsibilities

  • Provides a sounding board to the Chairman and appraises his performance
  • Acts as intermediary for other Directors if needed
  • Is available to respond to shareholder concerns when contact through the normal channels in inappropriate
  • Leads the search for a new Chairman, when necessary

Role and responsibilities

  • Contribute to developing the Company's strategy
  • Scrutinise and constructively challenge the performance of management in the executing the strategy

Role and responsibilities

  • Develops and implements strategy
  • Ensures well-balanced and effective executive leadership team
  • Leads the business within its agreed risk profile
  • Maintains strong relations with investors and stakeholders

Role and responsibilities

  • Responsible for the group financial strategy and maintains financial control.

Role and responsibilities

  • Supports the Chairman and Group Chief Executive in fulfilling their duties
  • Available to all Directors for advice and support

Board Committees

Delegated to by the Board and responsible for maintaining effective governance in the following areas: audit; remuneration; Board composition; succession planning; and corporate governance.

Role and responsibilities

  • Monitoring the integrity of the Group’s financial statements
  • Reviewing significant accounting and reporting judgements
  • Reviewing the effectiveness of the internal audit and external audit process
  • Reviewing the Group’s procedures for detecting and preventing fraud, bribery and the governance of anti-money laundering systems and controls

Audit Committee Terms of Reference

Role and responsibilities

  • Regularly reviewing the structure, size and composition of the Board and other senior roles and making recommendations to the Board with regard to any changes
  • Ensuring a formal, rigorous and transparent process is undertaken for the succession of the Board, its Committees and other senior roles
  • Ensuring effective measures are implemented across the Group to promote diversity of gender, social and ethnic backgrounds, and cognitive and personal strengths
  • Considering whether to set limits on the number and scale of other appointments that the Chair of the Board and other Non-Executive Directors may take

Nomination Committee Terms of Reference

Role and responsibilities

  • Recommending to the Board the Company’s policy on executive remuneration
  • Setting overarching principles and parameters and the governance framework of the Group’s Remuneration Policy
  • Determining the individual remuneration and benefits package of each of the Company’s Executive Directors and its Company Secretary

Remuneration Committee Terms of Reference

Executive Committees

Responsible for implementing strategic objectives; and realising competitive business performance in line with established risk management frameworks, compliance policies, internal control systems and reporting requirements.

Role and responsibilities

  • Monitoring and assessing the effectiveness of the Group’s risk and control processes
  • Co-ordinating the implementation by management of Group policies on risk and control
  • Overseeing the administration of the Group’s insurance arrangements, providing assurance to the Audit Committee that the Group’s internal control systems are being monitored and assessed

Role and responsibilities

  • Determining the policy, objectives and targets for the Group’s health and safety compliance and performance
  • Ensuring adequate training and communication to achieve the Group’s health and safety objectives
  • Determining the policy, objectives and targets for the Group’s quality and environmental compliance and performance
  • Ensuring adequate training and communication to achieve the Group’s quality and environmental objectives

Role and responsibilities

  • Identifying operational and strategic risks
  • Responsible for the ownership and control of specific risks
  • Establishing and managing the implementation of appropriate action plans
  • Supporting the Chief Executive in implementing the strategy

Role and responsibilities:

  • Chaired by a Non-Executive Board Director and attended by all members of the Executive Committee as well as numerous key senior leaders across the organisation
  • Provide strategic oversight of the Group’s approach to sustainability, assessing how well our priorities and areas of focus support the business’s long-term sustainability ambitions, material issues, business strategy and principle risks. 
  • Monitor the implementation of the three pillars of the Group’s approach to sustainability, including performance against our targets.​​​​​

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