PRENTISS PROPERTIES TRUST

 

AMENDED AND RESTATED

 

CORPORATE GOVERNANCE GUIDELINES

 

 

 

1.                  Trustee Qualifications

 

The Board of Trustees (the “Board”) of Prentiss Properties Trust (the “Company”) will have a majority of Trustees who meet the criteria for independence required by the New York Stock Exchange.  The Nominating & Corporate Governance Committee is responsible for reviewing with the Board, on an annual basis, the requisite skills and characteristics of new Board members as well as the composition of the Board as a whole.  This assessment will include members’ qualification as independent, as well as consideration of diversity, age, skills, and experience in the context of the needs of the Board.  Nominees for Trusteeship will be selected by the Nominating & Corporate Governance Committee in accordance with the policies and principles in its charter.  The invitation to join the Board should be extended by the Board itself, by the Chairman of the Nominating & Corporate Governance Committee and the Chairman of the Board.

 

The Board presently has 7 members.  It is the sense of the Board that a size of 6 to 9 is appropriate.

 

It is the sense of the Board that individual Trustees who change the responsibility they held when they were elected to the Board should volunteer to resign from the Board.  It is not the sense of the Board that in every instance the Trustees who retire or change from the position they held when they came on the Board should necessarily leave the Board.  There should, however, be an opportunity for the Board through the Nominating & Corporate Governance Committee to review the continued appropriateness of Board membership under the circumstances.

 

Trustees should advise the Chairman of the Board and the Chairman of the Nominating & Corporate Governance Committee in advance of accepting an invitation to serve on another public company board.  No Trustee may be nominated to a new term if he or she would be age 75 or older at the time of the election.

 

The Board does not believe it should establish term limits.  While term limits could help insure that there are fresh ideas and viewpoints available to the Board, they hold the disadvantage of losing the contribution of Trustees who have been able to develop, over a period of time, increasing insight into the Company and its operations and, therefore, provide an increasing contribution to the Board as a whole.  As an alternative to term limits, the Nominating & Corporate Governance Committee will review each Trustee’s continuation on the Board every three years.  This will allow each Trustee the opportunity to conveniently confirm his or her desire to continue as a member of the Board.

 

2.                  Trustee Responsibilities

 

The basic responsibility of the Trustees is to exercise their business judgment to act in what they reasonably believe to be in the best interests of the Company and its shareholders.  In discharging that obligation, Trustees should be entitled to rely on the honesty and integrity of the Company’s senior executives and its outside advisors and auditors.  The Trustees shall also be entitled to have the Company purchase reasonable trustees’ and officers’ liability insurance on their behalf, to the benefits of indemnification to the fullest extent permitted by law and the Company’s charter, by-laws and any indemnification agreements, and to exculpation as provided by state law and the Company’s charter.

 

Trustees are expected to attend Board meetings and meetings of committees on which they serve, and to spend the time needed and meet as frequently as necessary to properly discharge their responsibilities. Information and data that are important to the Board’s understanding of the business to be conducted at a Board or committee meeting should generally be distributed in writing to the Trustees before the meeting, and Trustees should review these materials in advance of the meeting.

 

The Board has no policy with respect to the separation of the offices of Chairman and the Chief Executive Officer.  The Board believes that this issue is part of the succession planning process and that it is in the best interests of the Company for the Board to make a determination when it elects a new chief executive officer.

 

The Chairman will establish the agenda for each Board meeting.  At the beginning of the year the Chairman will establish a schedule of agenda subjects to be discussed during the year (to the degree this can be foreseen).  Each Board member is free to suggest the inclusion of items on the agenda.  Each Board member is free to raise at any Board meeting subjects that are not on the agenda for that meeting.  The Board will review the Company’s long-term strategic plans and the principal issues that the Company will face in the future during at least one Board meeting each year.

 

The non-management Trustees will meet in executive session at least quarterly.  On an annual basis the non-management Trustees shall elect a non-management Trustee to preside at these meetings. The name of the presiding Trustee chosen by the non-management Trustees will be disclosed in the Company’s annual proxy statement.

 

The Board believes that the management speaks for the Company.  Individual Board members may, from time to time, meet or otherwise communicate with various constituencies that are involved with the Company.  But it is expected that Board members would do this with the knowledge of the management and, absent unusual circumstances or as contemplated by the committee charters, only at the request of management.

 

3.                  Board Committees

 

The Board will have at all times a Nominating & Corporate Governance Committee, an Audit Committee and a Compensation Committee.  All of the members of these committees will be independent Trustees under the criteria established by the New York Stock Exchange.  Committee members will be appointed by the Board upon recommendation of the Nominating & Corporate Governance Committee with consideration of the desires of individual Trustees.  It is the sense of the Board that consideration should be given to rotating committee members periodically, but the Board does not feel that rotation should be mandated as a policy.

 

Each committee will have its own charter.  The charters will set forth the purposes, goals and responsibilities of the committees as well as qualifications for committee membership, procedures for committee member appointment and removal, committee structure and operations and committee reporting to the Board.  The charters will also provide that each committee will annually evaluate its performance.

 

The Chairman of each committee, in consultation with the committee members, will determine the frequency and length of the committee meetings consistent with any requirements set forth in the committee’s charter.  The Chairman of each committee, in consultation with the appropriate members of the committee and management, will develop the committee’s agenda. At the beginning of the year each committee will establish a schedule of agenda subjects to be discussed during the year (to the degree these can be foreseen).  The schedule for each committee will be furnished to all Trustees.

 

The Board and each committee have the power to hire independent legal, financial or other advisors as they may deem necessary, without consulting or obtaining the approval of any officer of the Company in advance.

 

The Board may, from time to time, establish or maintain additional committees as necessary or appropriate.

 

4.                  Trustee Access to Officers and Employees

 

Trustees have full and free access to officers and employees of the Company.  Any meetings or contacts that a Trustee wishes to initiate may be arranged through the CEO or the Secretary or directly by the Trustee.  The Trustees will use their judgment to ensure that any such contact is not disruptive to the business operations of the Company and will, to the extent not inappropriate, copy the Chairman and the CEO on any written communications between a Trustee and an officer or employee of the Company.

 

The Board welcomes regular attendance at each Board meeting of senior officers of the Company.  If the Chairman and the CEO wishes to have additional Company personnel attendees on a regular basis, this suggestion should be brought to the Board for approval.

 

5.                  Trustee Compensation

 

The form and amount of Trustee compensation will be determined by the Compensation Committee in accordance with the policies and principles set forth in its charter, and the Compensation Committee will conduct an annual review of Trustee compensation. The Compensation Committee will consider that Trustees’ independence may be jeopardized if Trustee compensation and perquisites exceed customary levels, if the Company makes substantial charitable contributions to organizations with which a Trustee is affiliated, or if the Company enters into consulting contracts with (or provides other indirect forms of compensation to) a Trustee or an organization with which the Trustee is affiliated.

 

6.                  Trustee Orientation and Continuing Education

 

All new Trustees must participate in the Company’s Orientation Program, which should be conducted within two months of the annual meeting at which new Trustees are elected.  This orientation will include presentations by senior management to familiarize new Trustees with the Company’s strategic plans, its significant financial, tax, accounting and risk management issues, its compliance programs, its Code of Business Conduct and Ethics, its principal officers, and its internal and independent auditors. In addition, the Orientation Program will include visits to Company headquarters and, to the extent practical, certain of the Company’s significant facilities.  All other Trustees are also invited to attend the Orientation Program.

 

7.                  CEO Evaluation and Management Succession

 

The Compensation Committee will conduct an annual review of the CEO’s performance, as set forth in its charter.  The Board of Trustees will review the Compensation Committee’s report in order to ensure that the CEO is providing the best leadership for the Company in the long- and short-term.

 

The Nominating & Corporate Governance Committee should make an annual report to the Board on succession planning.  The entire Board will work with the Nominating & Corporate Governance Committee to nominate and evaluate potential successors to the CEO.  The CEO should at all times make available his or her recommendations and evaluations of potential successors, along with a review of any development plans recommended for such individuals.

 

8.                  Annual Performance Evaluation

 

The Board of Trustees will conduct an annual self-evaluation to determine whether it and its committees are functioning effectively.  The Nominating & Corporate Governance Committee will receive comments from all Trustees and report annually to the Board with an assessment of the Board’s performance.  This will be discussed with the full Board following the end of each fiscal year.  The assessment will focus on the Board’s contribution to the Company and specifically focus on areas in which the Board or management believes that the Board could improve.

 

 

 

Recommended by the Nominating & Corporate Governance Committee and

 

adopted by the Board of Trustees as of April 1, 2003.