The board should carry out an annual self-evaluation to ensure that it continuously strengthens its board work. This is absolutely necessary at a time when ever greater demands are placed on the board's role and tasks, as well as rapid developments in technology, the market, regulations and other matters.

A structured approach to this is to identify opportunities for improvement in the following areas:

• The board's knowledge of - and understanding of - the premises for the business, including aims and objectives, current legislation, stakeholders' demands and expectations, as well as some other applicable framework conditions.
• The board's composition of expertise and other characteristics.
• The board's working method, including the chairman's management of the board's work.
• The board's selection of its roles and tasks, including ensuring the right general manager, strategy and business development, goal tracking, control and supervision, risk management, sustainability/social responsibility, as well as the board's own development.

An annual board evaluation with the following action plan is a very important tool for contribute to improvements.

Modern boards are continuously concerned with improvements in their board work. An aid to this is that each board meeting ends with a short oral debrief/evaluation of the board meeting's implementation. EBSA now offers an app to strengthen this initiative by allowing the board members to express opportunities for improvement through a few questions after each board meeting. Thus, the end-of-meeting evaluation can also include facts from the EBSA evaluation of the previous board meeting.

In fbm. the board's evaluation of the general manager, it may be relevant that the board wants the general manager to carry out a self-evaluation of his competence, which must be communicated to the board. This can help to get an overall correct evaluation of the general manager.

The most important task for the board is to make sure having the right and motivated day-to-day manager for the company at all times. As one of the most important measures ensureing this, the board must carry out a systematic evaluation of the CEO. This is necessary for the purpose of; the rapid development that takes place within technology, the market and other conditions, which constantly place new demands on the qualities of the CEO.

Normally, the evaluation of the CEO will be carried out around the turn of the year, and then assess how the management of the company has been selected in the past year, and what requirements must be met. appointed CEO for the coming year.

A structured approach to this is to identify opportunities for improvement in the following areas:

• The day-to-day manager's knowledge of and understanding of the premises for the business, including aims and objectives, current legislation and regulations, stakeholder requirements and expectations, etc.
• CEO's competence profile and other characteristics.
• CEO's work style.
• CEO's selection of their roles and tasks.

The board's overall competence and other qualities are crucial for the board to be a value-creating board for the company. Therefore, it will be important to be able to register what the overall competence is, e.g. in fbm. the annual board evaluation or in fbm. assessments prior to board elections.