Delphi Automotive PLC. Corporate Governance Guidelines

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1 Delphi Automotive PLC Corporate Governance Guidelines

2 TABLE OF CONTENTS DELPHI VISION AND VALUES... 3 Delphi Vision: Why We Exist and the Essence of Our Business... 3 Delphi Values: How We Conduct Ourselves... 3 Delphi Goals: What We Seek to Achieve... 4 DELPHI CULTURE OF RESPONSIBILITY AND GUIDE TO ETHICAL CONDUCT... 4 DELPHI S BOARD OF DIRECTORS... 4 What the Board Intends to Accomplish... 4 How the Board Oversees the Company... 5 Board Responsibilities... 5 Board Risk Management... 6 Director Qualifications and Board Capacities... 6 Retirement Age... 6 Chairman of the Board and CEO... 6 Board Committees... 7 Reporting Concerns... 7 Board Meetings... 8 Board and Committee Calendars... 8 Board Communication... 8 Board Contact with Operations and Management... 9 Board Advisors... 9 Director Compensation... 9 Board Self-Evaluation... 9 Director Orientation and Education... 9 Other Directorships Changes in Primary Employment Corporate Governance Guidelines 2

3 DELPHI VISION AND VALUES Delphi Automotive PLC s Board of Directors is responsible for directing, and providing oversight of, the management of Delphi s business in the best interests of its owners and consistent with good corporate citizenship. In carrying out its responsibilities, the Board selects and monitors the performance of the Chief Executive Officer, provides oversight for financial reporting and legal compliance, determines Delphi s governance guidelines and implements its governance policies. The Board, together with management, is responsible for establishing the Company s operating values and code of conduct and for setting Delphi s strategic direction and priorities. While Delphi s strategy and leadership evolve in response to its changing market conditions, the Company s vision and values are enduring. So, too, are our governance guidelines, and along with the Company s vision and values, they constitute the foundation upon which the Company s governance policies are built. Delphi believes that good governance requires an effective set of specific practices, as well as a culture of responsibility throughout the Company, and governance at Delphi is intended to optimize both. Delphi also believes that good governance ultimately depends on the quality of its leadership, and it is committed to recruiting and retaining Board members and officers of proven leadership and personal integrity. Delphi Vision: Why We Exist and the Essence of Our Business To be our customers first choice for every product we manufacture and/or distribute by exceeding commitments, providing new technology solutions, driving operational excellence, and committing to the highest standards of business practices all of which will lead to Delphi s long-term growth, value and success. Delphi Values: How We Conduct Ourselves Integrity: We demand of each other and ourselves the highest standards of individual and corporate integrity with our customers, suppliers, joint-venture partners, and agents. We vigorously protect Company assets and comply with all Company policies and all laws and regulations. Excellence: We continually challenge each other to improve our products, our processes and ourselves. We strive always to understand our customers and suppliers businesses and help them achieve their goals. We are dedicated to diversity, fair treatment, mutual respect and trust of our employees and customers. Teamwork: We foster an environment that encourages innovation, creativity and results through teamwork and mutual respect. We practice leadership that teaches, inspires and promotes full participation and career development. We encourage open and effective communication and interaction. Accountability: We will meet the commitments we make and take personal responsibility for all actions and results. We will create an operating discipline of continuous improvement that will be integrated into our culture. Corporate Governance Guidelines 3

4 Delphi Goals: What We Seek to Achieve Governance: Adhere to the highest standards of corporate governance by establishing processes and practices that promote and ensure integrity, compliance, and accountability. Customers: Fully understand and exceed our customers needs, wants and preferences, and provide greater value to our customers than our competition. Growth: Focus on strategies to achieve profitable organic growth targets and deploy cash for growth and value creation. Teamwork and Culture: Build on the Company s reputation and image internally and externally, while driving initiatives to ensure Delphi remains an employer of choice. Operational Excellence: Implement best-in-class operating practices and leverage Company-wide opportunities. Financial Strength & Flexibility: Ensure that our financial objectives are met. DELPHI CULTURE OF RESPONSIBILITY AND GUIDE TO ETHICAL CONDUCT Delphi s Company culture is built on the premise that the Company seeks to draw the best from its employees, and that every employee, without exception, is responsible for the conduct and success of the business. This includes full, accurate, candid, and timely disclosure of information, and compliance with all laws and regulatory standards. Employee responsibilities are elaborated in our Code of Ethical Business Conduct. The Board of Directors is responsible for setting the ethical tenor for management and the Company. The Code of Ethical Business Conduct is reviewed annually by the Board of Directors and all employees, and the Board of Directors and all employees affirm in writing that they understand it and are fully in compliance with it. All senior executives, including the Chief Executive Officer ( CEO ), are evaluated and compensated in part on proactively promoting integrity and compliance. What the Board Intends to Accomplish DELPHI S BOARD OF DIRECTORS The mission of Delphi s Board of Directors is to grow the long-term value and health of the Company in the interests of its investors and set an ethical tone at the top. To this end, the Board provides management with strategic guidance, and also ensures that management adopts and implements procedures designed to promote both legal compliance and the highest standards of honesty, integrity and ethics throughout the Company. Corporate Governance Guidelines 4

5 How the Board Oversees the Company 1. Active Board: The Directors are well informed about the Company and vigorous in their oversight of management. 2. Company Leadership: The Directors, together with management, set Delphi s strategic direction, review financial objectives, and establish a high ethical tone for the management and leadership of the Company. 3. Compliance with Laws and Ethics: The Directors ensure that procedures and practices are in place and are designed to prevent and identify illegal or unethical conduct and to permit appropriate and timely redress should such conduct occur. 4. Inform and Listen to Shareholders and Regulators: The Directors take steps to see that management discloses appropriate information fairly, fully, timely, and accurately to shareholders and regulators, and that the Company maintains an appropriate two-way communication channel with its shareholders and regulators. 5. Continuous Improvement: The Directors remain abreast of new developments in corporate governance, and they implement new procedures and practices as they deem appropriate. Board Responsibilities The Board of Directors or its Committees are responsible for: Reviewing and approving management s strategic and business plans. Reviewing and approving financial plans, objectives, and actions, including significant capital allocations and expenditures. Monitoring management execution of corporate plans and objectives. Advising management on significant decisions and reviewing and approving major transactions. Assessing the Company s significant risks and overseeing that appropriate risk management and control procedures are in place. Monitoring, evaluating, compensating, and if necessary replacing the CEO and other officers, and seeing that management development and succession plans are maintained for these executive positions. Determining the CEO s compensation, and approving officers compensation, based on performance in meeting pre-determined standards and objectives. Determining that procedures are in place designed to promote compliance with laws and regulations and setting an ethical tone at the top. Determining that procedures are in place designed to promote integrity, candor, and transparency in the audit of the Company s financial statements and operations, and in all financial reporting and disclosure. Corporate Governance Guidelines 5

6 Designing and assessing the effectiveness of its own governance practices and procedures. Board Risk Management While the Company s management is responsible for day-to-day management of the various risks facing the Company, the Board of Directors is responsible for monitoring management s actions and decisions. The Board implements its risk oversight function both as a whole and through committees. The Board, as appraised by the Audit Committee, determines that appropriate risk management and mitigation procedures are in place and that senior management takes the appropriate steps to manage all major risks. Director Qualifications and Board Capacities The Nominating and Governance Committee recommends individuals for membership on the Board. In making its recommendations, the Nominating and Governance Committee considers an individual s independence based on New York Stock Exchange independence requirements and the criteria approved by the Board. The Board must have a majority of independent directors. The Nominating and Governance Committee considers not only a candidate s qualities, performance and professional responsibilities, but also the composition of the Board and the challenges and needs of the Board at that time. The Delphi Board as a whole is constituted to be strong in its collective knowledge and diversity of accounting and finance, management and leadership, vision and strategy, business operations, business judgment, crisis management, risk assessment, industry knowledge, corporate governance and global markets. The culture of the Board is such that the Board shall operate swiftly and effectively in making key decisions and facing major challenges. Board meetings are conducted in an environment of trust, and confidentiality, open dialogue, mutual respect and constructive commentary. Retirement Age The mandatory retirement age for Directors is 75. No Director who is or would be over such age at the expiration of his or her current term may be nominated to a new term, unless the Board waives the retirement age for a specific Director in exceptional circumstances. Once granted, such waiver must be renewed annually. Chair of the Board and CEO The Board believes it is important to retain its flexibility to allocate the responsibilities of the offices of the Chairman and CEO in any way that is in the best interests of the Company at a given point in time. Corporate Governance Guidelines 6

7 If the CEO also serves as Chair of the Board, then an independent director shall be designated by the Board as the Lead Director, based on the recommendation of the Nominating and Governance Committee. The Lead Director will be responsible for: presiding at meetings of the Board when the Chair is not present, including executive sessions of the independent directors; serving as a liaison between the Chair and the independent directors; working with the CEO to develop meeting agendas for the Board; working with the CEO to ensure that appropriate information is being sent to the Board in a timely manner; approving meeting schedules to ensure that there is sufficient time for discussion of all agenda items; having the authority to call meetings of the independent directors; and if requested by major shareholders, ensuring that he or she is available for consultation and Director communication. Board Committees To conduct its business, the Board maintains four standing committees: Audit, Finance, Compensation and Human Resources, and Nominating and Governance. The membership of each of the Committees will be consistent with the provisions of the current Committee Charters. The Nominating and Governance Committee will recommend to the Board, and the Board will designate the Chair of each Committee. All committees regularly report on their activities to the Board. The Chair of the Board may, from time to time, convene a special committee to review certain material matters being considered by the Board. The special committee will report its activities to the Board. The Nominating and Governance Committee reviews the Board s organization annually and recommends appropriate changes to the Board. Reporting Concerns Anyone who has a concern about the Company s conduct, or about the Company s accounting, internal accounting controls, or auditing matters, may communicate that concern directly to the Chairman of the Board, the Audit Committee, or to any Director. Such communications may be confidential or anonymous, and may be submitted in writing, care of the Corporate Secretary, or reported on the Delphi DRIVE Line. Any Director may request that certain matters reported to him or her be presented to a Committee or the full Board and may request a thorough review of the matter, including, if appropriate, the retention of outside advisors or counsel to assist in resolving the matter. The Company s Code of Ethical Business Conduct prohibits any employee from retaliating or taking any adverse action against anyone for raising or helping to resolve an integrity concern. Corporate Governance Guidelines 7

8 Board Meetings The Board meets at least five times annually. Regular Board meetings are critical, not only for timely decisions, but also for Directors to be well informed about Company operations and issues. The Chair of the Board, in consultation with the CEO, is responsible for setting meeting agendas with input from the Directors. Committee meetings are normally held in conjunction with Board meetings. Committee decisions are reviewed and approved by the Board, consistent with Committee Charters and the Company s Delegation of Authority. The Chair of the Board and committee chairs are responsible for conducting meetings and informal consultations in a fashion that encourages informed, meaningful, and probing deliberations. Presentations at Board meetings should be concise and focused, and include adequate time for discussion and decision-making. Directors receive the agenda and materials for regularly scheduled meetings in advance. Directors are expected to thoroughly review such materials prior to meetings, and best efforts will be made to make materials available sufficiently in advance to allow the Board time for such review. When practical, the same applies to special meetings of the Board. An executive session, without management, consisting of all independent Directors and chaired by the Chair of the Board (or the Lead Director if the Chairman is not independent), is held at each formal meeting of the Board. Strategic planning and succession planning sessions are held annually at a regular Board meeting. The succession-planning meeting focuses on the development and succession of the CEO (including policies regarding succession in the event of an emergency or retirement), as well as other Company officers. The Board s intent is for Directors to attend all regularly scheduled Board and committee meetings. Regularly scheduled Board and committee meetings are to be attended in person. Telephonic participation is the exception. The decisions by the Board and its committees are recorded in the minutes of their meetings, and copies of the minutes are forwarded promptly to all Directors after each Board and committee meeting. Board and Committee Calendars A calendar of regular agenda items for the regularly scheduled Board meetings and all regularly scheduled committee meetings is prepared annually by the Chair and each of the Committee chairs. Board Communication Management speaks on behalf of the Company, and the Board normally communicates through management with outside parties, including members, business journalists, financial analysts and government regulators. Corporate Governance Guidelines 8

9 The Company s annual proxy statement will set forth the method for interested parties to communicate directly with the Company s Chair or Lead Director, as appropriate. Board Contact with Operations and Management Efforts will be made to ensure that visits to Company operations are made at least annually. Directors are encouraged to visit Company operations at any time, noting that coordination through the Corporate Secretary s office is desirable. The Chair, in consultation with the CEO, will arrange for officers to attend Board meetings on a periodic basis and meet informally with Directors before and after such meetings. Directors may contact members of senior management from time to time, as they deem necessary. Board Advisors The Board and its Committees (consistent with the provisions of their respective charters) may retain their own independent advisors, at the expense of the Company, as they may determine are necessary to carry out their responsibilities. Director Compensation The Nominating and Governance Committee, with the assistance of the Compensation and Human Resources Committee, reviews and recommends to the Board a compensation plan for the Directors. In addition, the Board believes that Directors should hold meaningful equity ownership positions in the Company and sets appropriate equity holding requirements. Board Self-Evaluation The Nominating and Governance Committee coordinates an annual evaluation process by which the Directors evaluate the Board s and its Committees performance and procedures. This self-evaluation leads to a full Board discussion of the results. The Chair of the Board informally consults with each of the Directors as part of the evaluation. The standing Committees of the Board of Directors each conduct an annual evaluation of their Committee s performance and procedures. Director Orientation and Education An orientation program is provided to Directors by the Company Secretary on Delphi s mission, values, governance, compliance, and business operations. Continuing education is provided to the Board, including review of the Company s Code of Ethical Business Conduct. Directors are encouraged to take advantage of outside continuing education relating to their duties as a Director and to subscribe to appropriate publications at the Company s expense. Corporate Governance Guidelines 9

10 Other Directorships In the event a Director wishes to become a director of another company, changes jobs, or wishes to accept a consulting role with a customer, competitor, or supplier of the Company, he shall first inform the Chair of the Board sufficiently in advance to permit the Nominating and Governance Committee to evaluate the Director s changed circumstances and, if appropriate, approve the request. Directors who are not actively employed should limit the number of public companies on whose boards they serve to five or fewer, and Directors who are actively employed should limit the number of public companies on whose boards they serve to three or fewer. Members of the Audit Committee should limit the number of public company audit committees on which they serve to three or fewer. Deviation from these limits requires prior approval by the Nominating and Governance Committee. Changes in Primary Employment If a Director significantly changes his or her primary employment during his or her tenure, that Director must offer to tender his or her resignation to the Nominating and Governance Committee. The Nominating and Governance Committee shall evaluate the continued appropriateness of Board membership under the new circumstances and make a recommendation to the Board as to any action to be taken with respect to such offer. Corporate Governance Guidelines 10

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