Corporate Governance Report  | continued Listings and Corporate Governance Codes CRH, which is incorporated in Ireland and subject  to Irish Company Law, has a premium listing on the  London Stock Exchange, a secondary listing on  the Irish Stock Exchange and its American  Depositary Shares are listed on the New York  Stock Exchange. This report describes CRH’s governance principles  and practice and the Group’s risk management  and internal control systems. The report also sets  out how CRH applies the main and supporting  principles of the 2010 UK Corporate Governance  Code (the UK Code) and takes into account the  disclosure requirements set out in the corporate  governance annex to the listing rules of the Irish  Stock Exchange.  A copy of the UK Code can be obtained from the  Financial Reporting Council’s website, www.frc.org.uk. includes Board appointments, approval of the  Annual Report, the Interim Results, the annual  budget, major acquisitions, significant capital  expenditure and the strategic plans for the Group.  The Group’s strategy, which is regularly reviewed  by the Board, and its business model are  summarised on page 14. The Board has delegated some of its  responsibilities to Committees of the Board. The work of each Committee is set out on pages 44 to 50 of this report.  Individual Directors may seek independent  professional advice, at the expense of the  Company, in the furtherance of their duties as a Director. The Group has a Directors’ and Officers’ liability  insurance policy in place. writing and has been approved by the Board,  between the roles of the Chairman and the Chief  Executive. A summary of the respective roles is set  out in the table below. At present, there are four executive and eight  non-executive Directors. Biographical details are  set out on pages 11, 36 and 37. We consider the  current size and composition of the Board to be  within a range which is appropriate. We also  believe that the current size of the Board is  sufficiently large to enable its Committees to  operate without undue reliance on individual  non-executive Directors, while being dynamic and  responsive to the needs of the Company. The  spread of nationalities of the Directors reflects the  geographical reach of the Group and we consider  that the Board as a whole has the appropriate  blend of skills, knowledge and experience, from a  wide range of industries, regions and backgrounds,  necessary to lead the Company.  None of the executive Directors is a non-executive  director of a listed company. The Board has delegated responsibility for the  management of the Group, through the Chief  Executive, to executive management. There is a  clear division of responsibilities, which is set out in  There is a formal schedule of matters reserved to  the Board for consideration and decision. This  Board of Directors What are the responsibilities of the Board? How do the roles of the Chairman and Chief  Executive differ? What is the membership structure of the Board? Responsibilities of Chairman and Chief  Executive Chairman  is responsible for The efficient and effective working of the Board Ensuring that Board agendas cover the key  strategic issues confronting the Group, that the  Board reviews and approves management’s plans  for the Group and that the Directors receive  accurate, timely, clear and relevant information Making certain that the Board applies sufficient  challenge to management proposals and  examines and reviews management performance  in meeting agreed objectives and targets Overseeing the search for new Board members Full day-to-day operational and profit  performance of the Group and is accountable to the Board for all authority delegated to  executive management Executing strategy agreed with the Board and  reporting regularly on the progress and  performance of the Group  Co-ordinating and overseeing the profitable growth  of a diverse group of international businesses Maximising the contribution of senior  management to business planning, operational  control and profit performance Membership of the CRH Board Independence (determined by CRH Board annually) Tenure of non-executive Directors  (excluding Chairman) 33% 67% 14% 29% 28% 29% Years on CRH Board: Independent 0-3 years 6-9 years Non-independent 3-6 years 9+ years Gender diversity Geographical spread  (by residency) 17% 83% 17% 25% 50% 8% Male Ireland UK Female Mainland Europe US 40 CRH Chief Executive  is responsible for