Jurisdiction(s):
United Kingdom

Related legal acts

Key definition

Evaluation definition

What does Evaluation mean? Evaluation describes the structured, evidence‑based assessment of public programmes, policies or legislation—before adoption (ex ante) and after implementation (ex post)—to test necessity, design, delivery, outcomes and value for money, and to inform decisions to introduce, amend, continue or repeal measures. In UK and Irish legal practice, “evaluation” is a descriptive term used across administrative and regulatory contexts rather than a single statutory definition. In the UK, statutory post‑implementation reviews are commonly required in secondary legislation under the Better Regulation Framework, alongside regulatory impact assessments; core guidance includes HM Treasury’s Green Book and the Magenta Book. Devolved administrations apply parallel guidance (for...

Board Evaluation under the UK Corporate Governance Code and QCA Code: Framework, Processes, Reporting and CGI Guidance

Published by a LexisNexis Corporate expert

Practice notes

This Practice Note outlines the board Evaluation process, covering what it entails, why it is undertaken, common issues and pitfalls, and the relevant Requirements and guidance...

The regulatory framework UK Corporate Governance Code

The UK Corporate Governance Code (UKCG Code), issued and overseen by the Financial Reporting Council (FRC), sets the benchmark for good governance of companies with a listing of equity shares in the equity shares (commercial companies) category, whether incorporated in the UK or elsewhere, and includes a number of recommendations on the board evaluation process...

The FRC’s Corporate governance Code Guidance accompanies the UKCG Code. For general information on its application, aims and provisions, see Practice Note: The UK Corporate Governance Code...

The UKCG Code advises premium listed companies to conduct a formal, rigorous annual review of the board, its committees, the chair and individual directors...

That annual evaluation should examine composition, diversity, and how effectively members work together to deliver objectives. Individual assessments should show that each director continues to contribute effectively. For further details, see Resource Note: UK Corporate Governance Code—Section 3—Composition, succession and evaluation. As with...

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Helen Pitcher

Advanced Boardroom Excellence

Elen is recognised as a leading Board Effectiveness practitioner and writes and presents regularly on the subject of the Chairman's and NED's role in creating a high-performance board culture and the behavioural aspects of board performance. Helen is also a leading organisational performance coach and mentor, and works at the most senior level in FTSE 100 and international companies, and in the public sector. She has a worldwide network of alumni whom she has coached over the years. Helen's career spans 30 years in both the business world and the consulting sector. She held a variety of senior roles in blue-chip companies, then in her subsequent consulting career, was Chairman of IDDAS, which she developed into a leading board effectiveness consultancy. Previously she was Chairman and CEO of CEDAR, which she built into one of the best-regarded consultancies in the human capital world. As...

Web page updated on 21/05/2026

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