I think it would be beneficial. However, I am not sure that it we would avoid corporate scandals etc. due to this. But I think there is a need to enforce requirements (other than general legislative responsibility requirements) and provide guidance to the directors. I could even add a bullet to your list: each year the board should be required to disclose the meeting attendance of each of the members both at board and committee level as I think this would be to the interest of the shareholders to elect board members who are fulfilling their responsibilities.

When I worked in the English Health Service our corporate governance framework (set centrally by the Department of Health) had many of these requirements. The framework had to be localised to each organisation, revised annually and signed off by all Board members along with their code of conduct. It was accompanied by an annually set out training program for the Board which included sessions on risk, audit and governance topics such as fraud.

Compliance was through the Internal Statement of Control (part of the audit framework) and various inspections. Sometimes it felt like a bit of beurocratic exercise, but having moved to a very different model, I'd say it had a lot to commend it as an approach. 

I think it would be a major step in the right direction.  And why not? Most professions of note have requirements and standards that evidence their professionalism and adherence to a generally agreed upon set of standards/requirements/qualifications/continuing education - external auditors, internal auditors, lawyers, health care professionals, IT professionals, even industries such a animal care and international home-stay exchange programs.  So, it would seem that stakeholders would welcome some level of effort and evidence that the Board members tasked with overseeing the organization and making key strategic decisions have a more than basic understanding of the rights, responsibilities, and emerging issues of their profesion.