Non-Executive Director member for Wales – Ofcom Content Board Hyd at 4 diwrnod y mis Ofcom yw’r rheoleiddiwr ar gyfer diwydiannau cyfathrebiadau’r Deyrnas Unedig (y DU), gyda chyfrifoldebau ar draws teledu, radio, fideo ar-alw, telegyfathrebiadau, cyfathrebiadau di-wifr, a gwasanaethau post. Mae’r rhain yn cynnwys cyfrifoldeb dros oruchwylio darllediadau teledu a radio ar draws y Deyrnas Unedig, gan gynnwys rheoleiddio’r BBC. Mae Ofcom hefyd yn gyfrifol am reoleiddio llwyfannau rhannu fideos yn y DU. Mae hyn yn golygu y bydd angen i’r gwasanaethau hyn gael mesurau ar waith i ddiogelu pobl ifanc rhag cynnwys a allai fod yn niweidiol, ac i […]
Non-Executive Director member for Northern Ireland – Ofcom Content Board Ofcom is the regulator for the UK communications industries, with responsibilities across television, radio, video-on-demand, telecommunications, wireless communications and postal services. These include responsibility for overseeing television and radio broadcasting throughout the United Kingdom, including regulating the BBC. Ofcom is also now responsible for regulating UK-based video sharing platforms. This means that these services will need to have in place measures to protect young people from potentially harmful content, and to ensure that all users are protected from hate speech and illegal content. This is an important first step towards […]
Trustees – The Edge Foundation Business / Organisation Name: The Edge Foundation Business / Organisation Sector: Not-for-Profit Business / Organisation Website: https://bit.ly/3aoPEnR Business / Organisation Type: School, College or University Role Title: Trustee Remuneration: Expenses only Role Description The Edge Foundation, a champion of relevant practical and vocational education, is seeking to appoint Trustees to its Board who will play a key role in overseeing the strategic direction of the charity and ensure all young people have the education that enables them to contribute to a changing world. About the Role The Edge Foundation is an independent and politically impartial […]
October 7, 2021 by Olivier Dellacherie – Talent4Boards – UK, Crawley – Volution Group plc (LON: FAN) today announced the appointment of Board member Amanda Mellor as Senior Independent Director with effect from the conclusion of the AGM on Thursday 9 December 2021, succeeding Tony Reading who will be retiring from the Board at the same date. Amanda has been an Independent Non-Executive Director since March 2018 and has also been appointed as the Board representative for ESG matters and attends the Management Sustainability Committee. “I look forward to working with Amanda in her new role as Senior Independent Director.” said Board Chairman, Paul Hollingworth. About Volution […]
Chair – Distinctive People/Shelter Cymru Business / Organisation Name: Distinctive People/Shelter Cymru Business / Organisation Sector: Not-for-Profit Business / Organisation Website: http://www.distinctivepeople.co.uk/vacancies Business / Organisation Type: Charity or Not-for-Profit Role Title: Chair Remuneration: Expenses only Role Description A good home is fundamental to everyone’s wellbeing, which means the work of Shelter Cymru has never been more important. Shelter Cymru has a great reputation and track record; we are trusted by our partners and stakeholders; and we make our impact by providing services to people in housing need and campaigning. We are now seeking a new Chair to lead the organisation […]
How to become a Non-Executive Director – 1-day course for aspiring NEDs The How to become a Non-Executive Director course helps you to plan and prepare for your first NED position. It instils a real sense of what is expected of NEDs, and how you can meet the challenge. This one-day interactive course is aimed at aspiring NEDs and covers essential knowledge about roles, responsibilities, strategy and corporate governance that are key foundations for a Non-Executive board role. It also considers up to date thinking on corporate governance and the responsibilities of owners, the board and employees. This is followed by practical sessions on identifying NED opportunities, the […]
Ensuring General Wisdom: The practical guide for non-executive directors and trustees on how to get the best out of executives covering: leadership, culture, business models and conduct of business. Discover the four drivers of culture: trust, communication, decision making and incentives. Find out why understanding corporate failure increases the chances of corporate success and that learning from history is difficult but essential.
Independent Chairmen and Directors play a crucial role in business today. This comprehensive, global guide provides a unique insight into what it's like to be an Independent Chairman and Director, the contributions made to companies, and the challenges faced in these roles. It features a large range of international case studies from different sectors, which are used to explore eight central themes critical to business today. Supported by academic research and interviews with business leaders, the book provides a rare emphasis on 'soft skills', the importance of cultural flexibility, relationship building, and the value to boards of an independent perspective. It is essential reading both for current and aspiring Independent Chairmen or Directors, as well as for companies seeking to improve their boards.
There are many things in life that you cannot prepare for but the board appointment process is not one of them. Non-executive board directors often describe finding their first directorship as an arduous and time-consuming process. More experienced board members suggest finding subsequent board roles equally challenging. For these reasons, the biggest mistake most people make when considering their board career is not starting the process early enough and not understanding how board appointments are made. Regardless of your approach, the process of finding and being appointed to a board takes a certain amount of skill and practice. This book provides practical advice, clearly written, to help get you on a board and 'dare them not to appoint you'.
Non Executive Directors used to be caricatured as cronies of the Chairman (who is also a Non Executive Director) or Ceo. Fat cats, freeloading members of the "old boy network", retirees who wanted to have somewhere to go other than the golf club for a decent lunch and a chat. Not an attractive scenario and for various reasons, but not least because of numerous serious corporate scandals where shareholders were left unprotected, the whole can of Non Executive worms has been subject to investigation, reappraisal and some rigorous new rulings. Most people have heard the term Non Executive Director without actually knowing what they are, much less what they can potentially do for a start-ups or growing business. A well chosen Non Executive director can be key to good governance but getting that first Non Executive Director appointment can be tricky.
The Non-Executive Directors’ Handbook has been refreshed and fully updated for this 5th edition and, given the increasingly significant role played by Non-Executive Directors in the independent oversight of organisations, it acts as an essential source of reference and route map for the role.
The Handbook is published by ICSA Publishing for the Non-Executive Directors’ Association (NEDA), and represents an accessible and practical guide for Non-Executive Directors at each stage of their NED career, from aspiring NEDs to retiring NEDs, as well as for their advisers – particularly company secretaries.
This revised edition reflects the most recent legislation and regulation, including the UK Corporate Governance Code, guidance on board effectiveness, as well as the broader developments in strategy, risk management and financial reporting requirements.
The Handbook guides the reader through the lifecycle of being a Non-Executive Director, starting with pre-appointment, developing a portfolio career and succession planning, addressing along the way topics such as legal duties and liabilities, boardroom behaviour and dynamics and the role NEDs play on board committees.
The essential guide for anyone running a small business who wants to make it grow, avoiding the pitfalls which bring so many companies down. There are hundreds - no thousands - of books for managers in large corporations or multi-nationals. And there are a handful of guides to running small businesses. Amazingly, there are no books on medium sized enterprises - despite the fact that they are the most vibrant and successful part of the economy. This is the one of the first in a series of four on the key functions in running any growing business (chairmen, financial directors, managing directors and non-executive directors) written specifically to help medium sized enterprises grow successfully and avoid the mistakes that ruin so many. The problems vary from personality clashes (horribly common), to running out of cash, ill-thought out expansion plans and misconceived acquisitions. Short, concisely written, and with clear, helpful advice, this is the essential guide - born from great experience - to help businesses grow successfully.
The contribution of a good non-Executive Director can make a huge difference to a small to medium sized business. But who should fulfil the role? Someone steeped in the culture and methods of a large corporation may not be able to make a valuable contribution to the governance of a small company. If someone already has a job, will they have time to do the role justice? This book addresses the question of what the input of the non-Executive Director should be and how their strengths can best be accessed and applied. The result is a well-researched yet personal discussion of what is entailed, in theory and in practice, in the role of the non-Executive Director.
Independent non-executive directors have a vital role to perform on the board and an important contribution to make to the proper running of companies. The growing expectations placed on them have created a need to address several areas of concern in order to maximise their effectiveness.
The Independent Director offers advice and guidance to directors of all types and sizes of companies in understanding the role and contribution of the non-executive director. The different perspectives of small and medium-sized companies, PLCs and institutional investors are highlighted and particular attention paid to the definition and maintenance of the independence of non-executive directors.
This book marks the beginning of the wider Independent Director initiative by Ernst and Young and the institute of Directors, which focuses on the role, interests and needs of non-executive directors.
Have you seen appointments about Non-Executive Directors and ever wondered how they got there? What does it involve? and what could the possible remuneration be?
You may have heard it said “what’s the difference between a Non-Executive Director and a supermarket trolley?”
The answer – “you can usually get more booze into a Non-Executive Director than a supermarket trolley.”
So much for this perception – but what is the reality? This book looks at the duties and responsibilities of what being an NED involves. It looks at the personality traits of a Non-Exec Director and where one might find possible opportunities. We look at the tax implication and also a cautionary word of warning. Template business documents are also included in the appendix.
Obtaining a non-executive directorship can be a valuable objective in furthering your career – either as a stepping stone to an executive role on your main board or in building a portfolio of activities based on your expertise, experience and contacts.
The NED Directors Handbook will help you achieve this goal. It explains how to develop a plan to get yourself noticed, how to exercise due diligence and how to decide whether a particular opportunity is right for you.
Joining a board of directors enables you to make a significant contribution to the success of an organisation as well as bringing personal rewards; but it also involves responsibilities and risks. Where regulation and litigation are concerned, ignorance is not an excuse. That’s why this practical handbook also introduces you to the roles, responsibilities and risks you should be aware of as a director, and provides you with some tools to enable you to become more confident, more effective, more quickly.