| IN ACCORDANCE WITH THE RELEVANT PROVISIONS OF THE COMPANIES ACT, 2013, LISTING REGULATIONS AND AS PER THE GUIDANCE NOTE ON BOARD EVALUATION ISSUED BY SEBI, NOMINATION AND REMUNERATION COMMITTEE OF THE BOARD FORMULATED THE METHODOLOGY AND CRITERIA/POLICY FOR EVALUATION OF THE INDIVIDUAL DIRECTORS INCLUDING INDEPENDENT DIRECTORS AND NON-INDEPENDENT DIRECTORS, CHAIRPERSON, MANAGING DIRECTOR & CEO, EXECUTIVE DIRECTORS, COMMITTEES OF THE BOARD AND THE BOARD AS A WHOLE. THE PERFORMANCE OF THE BOARD WAS EVALUATED BY THE BOARD AFTER SEEKING INPUTS FROM ALL THE DIRECTORS ON THE BASIS OF CRITERIA SUCH AS THE BOARD COMPOSITION AND STRUCTURE, EFFECTIVENESS OF BOARD PROCESSES, INFORMATION AND FUNCTIONING, ETC. EVALUATION PROCESS PROCESS FOR PERFORMANCE EVALUATION A) INDEPENDENT DIRECTORS EVALUATE THE PERFORMANCE OF NON-INDEPENDENT DIRECTORS INCLUDING CHAIRPERSON OF THE BANK AND THE BOARD AS A WHOLE. B) THE BOARD EVALUATES THE PERFORMANCE OF THE INDEPENDENT DIRECTORS, EXCLUDING THE DIRECTOR BEING EVALUATED. ON THE BASIS OF THE REPORT OF THE PERFORMANCE EVALUATION, IT WOULD BE DETERMINED WHETHER TO EXTEND OR CONTINUE THE TERM OF APPOINTMENT OF INDEPENDENT DIRECTORS. C) THE BOARD EVALUATES THE PERFORMANCE OF BOARD LEVEL COMMITTEES. D) THE NOMINATION AND REMUNERATION COMMITTEE SHALL SPECIFY THE MANNER FOR EFFECTIVE EVALUATION OF PERFORMANCE OF THE BOARD, ITS COMMITTEES AND INDIVIDUAL DIRECTORS. CRITERIA FOR PERFORMANCE EVALUATION: PERFORMANCE EVALUATION OF CHAIRPERSON ATTENDANCE AT THE MEETINGS; PARTICIPATION AND CONTRIBUTION; RESPONSIBILITY TOWARDS STAKEHOLDERS; CONTRIBUTION IN STRATEGIC PLANNING; COMPLIANCE AND GOVERNANCE; UPDATION OF KNOWLEDGE; PERFORMANCE OF THE BANK; RECOGNITION AND AWARDS TO THE BANK; MANAGING RELATIONSHIPS AND COMMUNICATIONS; RESOURCES; CONDUCT OF MEETINGS, EFFECTIVE LEADERSHIP, OPEN-MINDEDNESS, DECISIVENESS, COURTEOUSNESS, DISPLAY OF PROFESSIONALISM, IMPARTIALITY IN CONDUCTING DISCUSSIONS, SEEKING OF VIEWS AND DEALING WITH DISSENT. PERFORMANCE EVALUATION OF WHOLE-TIME DIRECTORS KNOWLEDGE, EXPERIENCE & COMPETENCY, QUALIFICATION, FULFILMENT OF FUNCTIONS, LEADERSHIP QUALITIES, STRATEGY FORMULATION AND EXECUTION, FINANCIAL PLANNING, MONITORING AND EVALUATION OF PERFORMANCE, RELATIONSHIPS WITH THE BOARD, EXTERNAL RELATIONS, HUMAN RESOURCES MANAGEMENT/RELATIONS, SUCCESSION PLANNING, PRODUCT/ SERVICE KNOWLEDGE, ACTIVELY AND TIMELY TAKING OF INITIATIVES WITH RESPECT TO VARIOUS AREAS, AVAILABILITY AND ATTENDANCE, CONTRIBUTION TO CONDUCT OF BOARD AND COMMITTEE MEETINGS, ADEQUACY OF PREPARATION FOR THE MEETINGS, INTEGRITY, PERSONAL QUALITIES & BEHAVIOUR AND SEEKING OPPORTUNITIES FOR SELF- DEVELOPMENT. PERFORMANCE EVALUATION OF INDEPENDENT DIRECTORS ATTENDANCE AT MEETINGS OF THE BOARD AND COMMITTEES, KNOWLEDGE & ETHICS, UNDERSTANDING OF THE ROLES, RESPONSIBILITIES AND DUTIES AS DIRECTOR/CHAIRPERSON OF THE COMMITTEES; CONTRIBUTIONS AT BOARD / COMMITTEE MEETINGS INCLUDING ON STRATEGY AND RISK MANAGEMENT, PROFESSIONAL CONDUCT, ADHERENCE TO STANDARDS, FULFILMENT OF RESPONSIBILITIES AND INDEPENDENCE FROM THE MANAGEMENT AS LAID DOWN IN THE CODE FOR INDEPENDENT DIRECTORS AS PER SCHEDULE IV TO THE COMPANIES ACT, 2013 AND SEBI (LISTING OBLIGATIONS AND DISCLOSURE REQUIREMENTS) REGULATIONS, 2015. PERFORMANCE EVALUATION OF NON-EXECUTIVE DIRECTORS ATTENDANCE AT THE MEETINGS; PARTICIPATION AND CONTRIBUTION; RESPONSIBILITY TOWARDS STAKEHOLDERS; CONTRIBUTION IN STRATEGIC PLANNING; COMPLIANCE AND GOVERNANCE; UPDATION OF KNOWLEDGE; PERFORMANCE OF THE BANK; RECOGNITION AND AWARDS TO THE BANK; LEADERSHIP; RELATIONSHIPS AND COMMUNICATIONS; RESOURCES; CONDUCT OF MEETINGS. REPORT ON CORPORATE GOVERNANCE (CONTD.)FINANCIAL STATEMENTS STATUTORY REPORTS CORPORATE OVERVIEW 215CSB BANK LIMITED PERFORMANCE EVALUATION OF BOARD COMPOSITION AND DIVERSITY; COMMITTEES OF THE BOARD; BOARD & COMMITTEE MEETINGS; UNDERSTANDING OF THE BUSINESS OF THE BANK AND REGULATORY ENVIRONMENT; CONTRIBUTION TO EFFECTIVE CORPORATE GOVERNANCE AND TRANSPARENCY IN THE BANK’S OPERATIONS; DELIBERATIONS/ DECISIONS ON THE BANK’S STRATEGIES, POLICIES, PLANS AND GUIDANCE TO THE EXECUTIVE MANAGEMENT; MONITORING THE IMPLEMENTATION OF THE STRATEGIES AND THE EXECUTIVE MANAGEMENT’S PERFORMANCE AND QUALITY OF DECISION MAKING AND BOARD’S COMMUNICATION WITH ALL STAKEHOLDERS. PERFORMANCE EVALUATION OF THE BOARD LEVEL COMMITTEES THE PERFORMANCE AND EFFECTIVENESS OF THE COMMITTEE; FREQUENCY AND DURATION; SPREAD OF TALENT AND DIVERSITY IN THE COMMITTEE; UNDERSTANDING OF REGULATORY ENVIRONMENT AND DEVELOPMENTS; INTERACTION WITH THE BOARD. THE FLOW OF INFORMATION TO THE BOARD AND ITS COMMITTEES IS EXCELLENT. OUTCOME OF THE BOARD EVALUATION FOR THE FINANCIAL YEAR 2024-25 THE BOARD HAD A WELL-BALANCED COMPOSITION AND RECEIVED POSITIVE FEEDBACK ON THEIR EFFECTIVENESS IN ALL KEY ASPECTS. DIRECTORS WERE SATISFIED WITH THE AGENDA NOTES AND DISCUSSIONS AT MEETINGS, AS WELL AS THE MANAGEMENT’S RECEPTIVENESS TO SUGGESTIONS AND FEEDBACK FROM THE BOARD AND COMMITTEES. THE MANAGEMENT HAS TAKEN ALL STEPS TO IMPLEMENT SUGGESTIONS RECEIVED DURING THE SAID PERIOD |