The CBH Board is comprised of nine Member Directors and up to three Independent Directors.
The nine Member Directors are elected from five districts.
Two Directors are elected by members from each of Districts 1, 2, 3, and 4 and one Director is elected by members from District 5.
A member’s allocated Director district is based on the nearest receival point to their property, as contained in CBH’s property records. Where a member holds more than one property number, the nearest receival point for the property with the largest holding is used.
Member Directors can have their main grain growing interests in any district.
Member Director election districts relate solely to the election of Directors and do not affect the way a member moves or delivers grain.
Generally, the term of office for a Member Director expires at the third Annual General Meeting after election.
The Board encourages CBH Members with the following skills and attributes to stand for election as Member Directors.
In depth grain farming experience– Has deep on farm grain experience, having owned and run grain farming operations as a member of our co-operative, with an understanding of, and empathy with, WA grain growers and grain growing communities.
Financial literacy and commercial acumen – Has strong financial skills and knowledge to be able to understand and analyse CBH’s financial position and critical financial issues, together with sound business experience and acumen.
Strategic thinking – Has the ability to make a positive contribution to the development of Board-level strategic thinking and strategy formulation, having regard to changes in the grain industry and in the external environment, and toremain focused at a strategic level during Board dialogue.
Strong commitment to co-operative values and principles – Has a sound understanding of co-operative principles and CBH’s co-operative values, and of the benefits CBH provides to WA grain growers as Australia’s largest co-operative.
Governance – Has broad governance experience and a commitment to the highest standards of governance, with a sound understanding of the role and duties of a director and the difference between the role of a director and management’s role.
Risk Management – Has a sound understanding and appreciation of risk and risk management frameworks, including grain marketing and trading, health and safety and reputational risk management.
Community and stakeholder relations and engagement – Has experience in building stakeholder relationships and partnerships, including with growers and with government and industry bodies.
Technology strategy and governance –Has knowledge and experience in the governance, strategic use and risk management of technology including information systems.
Corporate sustainability and responsibility – Has knowledge and a sound understanding of corporate sustainability including the management of environmental, social and governance factors and their contribution to long term value creation.
Innovation and research and development– Has experience in or a sound understanding of the management or governance of research and development and applied innovation
Honesty/integrity – in all dealings while representing CBH.
Teamwork – ability to respect alternative viewpoints, to work cohesively with fellow Directors and make a positive contribution to boardroom deliberations.
Respect/fairness – towards CBH, its employees and fellow Directors.
Emotional intelligence – ability to interact constructively and positively with fellow Directors, management and other stakeholders.
Critical thinking/decision making – ability to form a considered view on an issue having regard to the relevant information and facts available to make commercially astute judgements and show clear and decisive leadership on behalf of growers.
Community minded – demonstrates community values.
Inquisitive nature – ability to ask insightful and probing questions in a constructive manner to assist the Board to explore and assess ideas.
Continuous improvement – demonstrates self-awareness of strengths and weaknesses and a willingness to undertake education, training and self-improvement in relevant areas, including an expectation to graduate from the director's course run by the Australian Institute of Company Directors in the first term as a Director, and a commitment to achieve financial literacy and to develop a sound understanding of co-operative principles.
Strategy – ability to remain focused at a strategic level during Board dialogue and make a positive contribution to the development of Board-level strategic thinking and strategy formulation, having regard to changes in the grain industry and in the external environment.
Communication – ability to communicate views and concepts in a clear and succinct manner.
Comprehension – ability to comprehend and analyse information provided in Board papers, including financial information.
Dedication – is always well prepared for meetings and willing and able to dedicate appropriate time and energy to understand issues facing growers and other stakeholders, develop an understanding of sound corporate governance practices, and fulfil director duties and expectations.