DUTIES AND RESPONSIBILITIES • Convenes Committee meetings; • Oversees the agenda for Committee meetings; • Oversees the adequacy, timeliness and appropriateness of information provided to Committee members; • Oversees the quality, sufficiency and relevance of financial information and non-financial information (for example, risk management data, complaints, public announcements, correspondence with key shareholders and regulators, etc.) made available to the Committee; • Runs Committee meetings including:

• Ensuring the business of the meeting is dealt with effectively and efficiently;
• Ensuring Committee’s decisions are consistent with the organisation’s purpose and values and are for the best interests of the organisation;
• Encouraging participation in deliberations by all Committee members so that the benefit of each member’s perspectives and contribution can be shared and considered;
• Setting standards of behaviour and engagement at Committee meetings and discouraging behaviour inconsistent with those standards;
• Supporting effective and robust discussions by encouraging Committee members to raise constructive questions with management;
• Maintaining the meeting’s focus on strategic and other priority matters;
• Keeping the meeting’s focus on the subject matter to hand. • Oversees aspects of Committee engagement including:
• Developing a culture of respect and inclusion amongst Committee members and the executive;
• Counselling Committee members and the EO
• Keeping Committee members well informed in between Committee meetings. • Oversees the quality, sufficiency and relevance of Committee meeting minutes. Ensures progress and completion of actionable items set in previous Committee meetings. • Exemplifies the organisation’s agreed values and standards of behaviour; • Maintains an open, frank and transparent working relationships with the EO. Provides guidance to the EO without interfering with day-to-day operation. • In alignment with the EO, is visible at times of crisis where trust and confidence in the ability of the Committee and management to respond to the crisis is important; • Chairing stallholders or members meetings, annual and special general meetings (AGMs and SGMs).

SKILLS AND ABILITIES

• The ability to foster a stimulating and challenging Committee room environment with full and frank debate on issues as well as leading the Committee to making a decision in a timely manner after all relevant perspectives have been contributed;

• Being respectful, yet candid and decisive, in facilitating Committee, director and EO evaluations, reviews and succession planning;

• Being open and engaging and having good interpersonal skills enabling the chair to communicate effectively with and gain the trust and confidence of his/her intended audience;

• Having good public and private speaking, and listening, attributes to enhance his/her ability to effectively fulfil the roles and responsibilities of the office of chair;

• Treating other Committee members with respect and make clear that the contributions of all Committee members are valuable, while finding ways to deal tactfully, yet effectively, with Committee members who may otherwise be disruptive;

• Being approachable and impartial in their dealings with Committee members, officers, key shareholder or member representatives and others in the best interests of the organisation;

• Being aware of the powers entrusted to him/her by the organisation’s constitution, governance/Committee charter and at general law;

• Through the chair’s displayed skills, experience, knowledge, inter personal skills, values and conduct, gaining the trust and confidence of the Committee members, the EO and the stallholders or members of the organisation so as to garner sufficient informal power and authority to properly represent the Committee and to discharge the responsibilities expected of a chair;

• Being respectful of the responsibilities of the office of chair and the limitations of his/her powers and authorities, so as not to bring the office of chair into disrepute or overstep those limitations of power/authority. • Strong personal network of corporate connections and contacts and the ability to connect with them • Strong background in retail and/or agriculture advantageous

Special Note: The above statements are intended to describe the general nature and level of work being performed by a person assigned to this role. They are not intended to be an exhaustive list of all responsibilities, duties and skills.