Exhibit 99.1

# MESTEK, INC.CORPORATE
GOVERNANCE GUIDELINES

Except
for those matters reserved for decision by the Companys stockholders, the Board of
Directors is the ultimate decision-making body of the Company and the management of the
Company is vested with the Board. The Boards primary responsibility is to oversee
the affairs of the Company for the benefit of its stockholders. The Board shall be
entitled to consider the interests and needs of employees, customers, suppliers,
communities and the greater good of society as it makes its best business judgments as to
the long-term and short-term interests of the Company and its shareholders. It elects the
senior management team, which is charged with the day-to-day conduct of the Companys
business, and the Board acts as an advisor and counselor to the management team and
monitors its performance. Significant policy matters or matters involving significant
issues of risk management will be considered by the Board, or, if arising between
meetings, by the Executive Committee of the Board.

Selection and Composition
of the Board

1. Board Membership
Criteria

| | The
Nominating/Governance Committee is responsible for reviewing with the Board, on an annual
basis, the appropriate skills, values and qualifications desired of Board members. This
assessment should include skills such as understanding of the application and use of some
or all of the Companys products, various manufacturing technologies, an
understanding of general accounting principles as applied in the preparation and reporting
of financial statements of a public company, and expertise and knowledge of management of
a large multi-facility organization, international experience, and other pertinent
characteristics  ̄ all in the context of an assessment of the then current perceived
needs of the Company. No Director shall serve as a director, officer or employee of a
competitor of the Company. Each Board member should be a stockholder in the Company with a
minimum of 500 shares owned within six months of election or appointment. Board members
should be in a position to fully prepare for, regularly attend and actively participate in
Board and Committee meetings and related functions. It is the sense of the Board that its
members should be limited to no more than three other public company board memberships,
though exception may be made in certain circumstances.
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2. Selection and
Orientation of New Directors

| | The
Board itself is responsible for determining the optimum size of the Board, and selecting
its own members for filling vacancies and in recommending nominees for election by the
stockholders. The Board delegates the screening process involved to the
Nominating/Governance Committee with the input from the Chairman and Chief Executive
Officer. The Board and the Company will develop and maintain a complete orientation
process for new Directors that includes background material, meetings with senior
management and visits to Company facilities.
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3. Extending the
Invitation to a Potential Director to Join the Board

| | Upon
review and approval of a prospective nominee by the entire Board, the invitation to join
the Board should be extended by the Chairman and Chief Executive Officer on behalf of the
Board.
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Board Leadership

4. Selection of Chairman
and CEO

| | The
Board will choose from its members a Chairman with due consideration for the experience,
skills and values of a prospective nominee to this position.
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| | It
is the policy of the Board that the position of Chairman of the Board and Chief Executive
Officer be held by the same person, except in unusual situations.
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5. Lead Director

| | The
Board will select a non-management Director who will assume the responsibility of chairing
the regularly scheduled meetings of non-management Directors or other responsibilities
which the non-management Directors as a whole might designate from time to time. A Vice
Chairman of the Board, if one is designated, may fulfill the responsibilities of the Lead
Director position.
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Board
Composition

6. Size of the Board

| | The
Bylaws of the Company currently authorizes three to fourteen members, and the Board in the
recent past has ranged from seven to nine members. It is the sense of the Board that this
size is appropriate and useful. However, the Board would be willing to go to a somewhat
larger size in order to accommodate the availability of an outstanding candidate(s).
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7. Mix of Independent and
Management Directors

| | The
Board believes that as a matter of policy, the Board should consist of a majority of
independent directors.
| | ---------------------------------------------------------------------------------------------------------------

| | A
director shall not be deemed to be independent of the Company if he or she has
a legal, business, or financial relationship to the Company (other than in his or her
capacity as a director or a shareholder) that is either (a) material to the director, or
(b) material to the directors employer, any organization with which the director is
affiliated, or to any immediate family member of the director.
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| | Notwithstanding
the above, a director shall not be deemed to be independent if, within the
past three years, he or she (a) has been an employee of the Company, (b) received more
than $100,000 per year in direct compensation from the Company (other than compensation as
a director), (c) has been an employee of, or affiliated with, the Companys present
or former independent auditors, (d) has been part of an interlocking compensation
committee of another company that concurrently employs such director, (e) was an executive
officer or employee of a company that makes payments to, or receives payments from, the
Company for property or services in an amount which in any single fiscal year exceeds the
greater of $1 million, or 2% of such organizations consolidated gross revenues, or
(f) has an immediate family member who falls within category (a) or (b), who is or was
affiliated with or employed in a professional capacity by the Companys independent
auditors, or who is an executive officer of any entity described in category (d) or (e),
above.
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8. Directors Who Change
Their Present Job Responsibility

| | Directors
are expected to advise the Chairman of the Board and the Chairman of the
Nominating/Governance Committee promptly upon accepting any other public company
directorship or any assignment to the audit committee or compensation committee of the
board of directors of any public company of which such Director is a member.
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| | Directors
are expected to report changes in their business or professional affiliations or
responsibilities, including retirement, to the Chairman of the Board and the Chairman of
the Nominating/Governance Committee.
| | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

| | It
is not the sense of the Board that in every instance the Directors 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, via the
Nominating/Corporate Governance Committee to review the continued appropriateness of Board
membership under these circumstances.
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9. Retirement Age

| | The
Board previously approved a resolution requiring the retirement of any Director who
attains the age of 75, and is retired from all business responsibilities for more than
five years. The Board continues to believe that this policy is appropriate to maintain a
level of business knowledge of each of the Directors.
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10. Board Compensation
Review

| | The
Board of Directors or an authorized committee thereof will determine and review the form
and amount of director compensation, including cash, equity-based awards and other
director compensation. In connection with such director compensation, the Board of
Directors will be aware that questions may be raised when directors fees and
benefits exceed what is customary. Similarly, the Board of Directors will be aware that
the independence of directors could be questioned if substantial charitable contributions
are made to organizations in which a director is affiliated or if the Company enters into
consulting contracts with, or provides other indirect compensation to, a director. The
Board of Directors will critically evaluate each of these matters when determining the
form and amount of director compensation, and the independence of a director.
Notwithstanding above, no member of the Audit Committee may receive compensation from the
Company except for fees paid in respect of the service of the Director in his capacity as
such.
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Performance of Duties by
Director

11. Executive Sessions of
Outside Directors

| | The
non-management Directors of the Board will meet in Executive Session at least twice each
year to be presided by the Lead Director. The Board of Directors or the Company will
establish methods by which interested parties may communicate directly with the presiding
director or with the non-management directors of the Board of Directors as a group and
cause such methods to be disclosed.
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12. Retention of Advisors

| | The
Board and its several committees shall have the right from time to time, to retain and
consult with outside advisors, including legal counsel, to assist the Directors in the
performance of their duties, and shall also have the right to establish and approve the
fees payable to such advisors and other material terms of their retention.
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13. Assessing the
Boards Performance

| | The
Board of Directors will conduct a self-evaluation annually to determine whether it and its
committees are functioning effectively. The full Board of Directors will discuss the
evaluation report to determine what, if any, action could improve Board and Board
committee performance. The Board of Directors, with the assistance of the Nominating &
Governance Committee, as appropriate, shall review these Corporate Governance Guidelines
on an annual basis to determinate whether any changes are appropriate.
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| | This
assessment should be of the Boards contribution as a whole and specifically review
areas in which the Board and/or the management believes a better contribution could be
made. Its purpose is to increase the effectiveness of the Board, not to target individual
Board members.
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Board Relationship to
Senior Management

14. Regular Attendance of
Non-Directors at Board Meetings

| | The
Board welcomes the regular attendance at each Board meeting of the executive officers of
the Company and Board members will have complete access to the Companys management
from time to time as the Board requires to fulfill its obligations.
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Meeting Procedures

15. Selection of Agenda
Items for Board Meetings

| | The
Chairman and Chief Executive Officer will establish the agenda for each Board meeting and
the Chairman of each committee shall set the agenda of the meetings of the applicable
committee.
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Each
Board member is free to suggest the inclusion of item(s) on the agenda.

16. Board Materials
Distributed in Advance

| | It
is the sense of the Board that information and data that is important to the Boards
understanding of the business be distributed in writing to the Board preferably at least
one week before the Board meets. The management will make every attempt to see that this
material is as brief as possible while still providing the desired information.
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| | Directors
must disclose to other Directors any potential conflicts of interest they may have with
respect to any matter under discussion and, if appropriate, refrain from voting on a
matter in which they may have a conflict
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Committee Matters

17. Number, Structure and
Independence of Committees

| | The
current Committee structure of the Company is set forth in the Bylaws. There will, from
time to time, be occasions in which the Board may want to form a new Committee or disband
a current Committee depending upon the circumstances. The current four Committees are
Audit, Executive, Compensation and Nominating/Governance. The Committee membership, with
the exception of the Executive Committee, will consist only of independent Directors.
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18. Assignment and
Rotation of Committee Members

| | The
Nominating Committee is responsible, after consultation with the Chairman and with
consideration of the desires of individual Board members, for the assignment of Board
members to various Committees.
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| | It
is the sense of the Board that consideration should be given to rotating Committee members
periodically at about a five year interval, but the Board does not feel that such a
rotation should be mandated as a policy since there may be reasons at a given point in
time to maintain an individual Directors Committee membership for a longer period.
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19. Frequency and Length
of Committee Meetings

| | The
Committee Chairman, in consultation with Committee members, will determine the frequency
and length of the meetings of the Committee.
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20. Committee Agenda

| | The
Chairman of the Committee, in consultation with the appropriate members of Management and
staff, will develop the Committees agenda.
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| | Each
Committee will issue a schedule of agenda subjects to be discussed for the ensuing year at
the beginning of each year (to the degree these can be foreseen). This forward agenda will
also be shared with the Board.
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Leadership Development

21. Formal Evaluation of
the Chief Executive Officer

| | The
independent Directors should make an evaluation annually of the performance of the Chief
Executive Officer, and it should be communicated to the Chief Executive Officer by the
(non-executive) Chairman of the Board or the Lead Director.
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| | The
evaluation should be based for the most part on objective criteria including performance
of the business, accomplishment of long-term strategic objectives, development of
management, and efforts to build long-term value for the shareholders.
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| | The
evaluation will be used by the Compensation Committee in the course of its deliberations
when considering the compensation of the Chief Executive Officer.
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22. Succession Planning

| | There
should be an annual report by the Chairman on succession planning of persons into
executive officer positions.
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| | There
should also be available, on a continuing basis, the Chief Executive Officers
recommendation as a successor should he/she be unexpectedly disabled.
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23. Management Development

| | There
should be an annual report to the Board by the Chief Executive Officer on the
Companys program for management development. This report should be given to the
Board at the same time as the succession planning report noted previously.
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24. Amendment,
Modification and Waiver

| | These
Guidelines may be amended, modified or waived by the Board of Directors and waivers of
these Guidelines may also be granted by the Nominating/Governance Committee, subject to
the disclosure and other provisions of the Securities and Exchange Act of 1934, the rules
promulgated thereunder and the applicable rules of the New York Stock Exchange.
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