Governors – North Kent College Business / Organisation Name: North Kent College Business / Organisation Sector: Public Business / Organisation Website: https://bit.ly/2Vg2Veb Business / Organisation Type: Charity or Not-for-Profit Role Title: Governor Remuneration: Expenses only Role Description North Kent College are looking to appoint two additional Governors to their highly effective Corporation Board, preferably those professionally qualified strategic leaders, who can add significant value in finance and/or audit, along with an understanding of further education and a passion for improving lives and opportunities within the college’s local communities. North Kent College seeks to engage Governors with a passion for Education […]
Trustee – Sulets Business / Organisation Name: Sulets Business / Organisation Sector: Not-for-Profit Business / Organisation Website: https://bit.ly/3eHEMEd Business / Organisation Type: Charity or Not-for-Profit Role Title: Trustee Remuneration: Expenses only Role Description Join a successful and growing charity providing high quality housing to students across Leicester. Sulets is the biggest single provider of student accommodation in Leicester and provides high quality housing and advice to students and 2,200 students last year. With a policy of ‘no fees’ for tenants and a commitment to high quality standards we also provide advice to students ranging from money advice, budgeting or how […]
July 20, 2021 by Olivier Dellacherie – Talent4Boards – UK, Birmingham – TheWorks.co.uk plc (LON: WRKS), the multi-channel value retailer of arts, crafts, toys, books, and stationery, today announced the appointment of Carolyn Bradley to its Board of Directors as Chair of the Board, with effect from 30 September 2021, succeeding Dean Hoyle who has notified the Board that he intends to step down as Chairman following the AGM in September 2021. On appointment, Carolyn will also Chair the Nomination Committee and be appointed as a member of the Remuneration Committee. Carolyn has extensive experience in executive and non-executive roles in retail and consumer businesses, having […]
Non-Executive Directors – North East Ambulance Service NHS Foundation Trust Description This is a very exciting time for North East Ambulance Service NHS Foundation Trust, with the retaining of a ‘Good’ rating following the Trust’s Care Quality Commission inspection in 2018, and the development of a number of new service offerings. The Trust operates across Northumberland, Tyne and Wear, County Durham, Darlington and Teesside. We provide an Unscheduled Care service to respond to 999 calls (the emergency element of our services), and a Scheduled Care service which provides pre-planned non-emergency transport for patients in the region (our patient transport service). […]
July 13, 2021 by Olivier Dellacherie – Talent4Boards – UK, Edinburgh – BlackRock Smaller Companies Trust plc (LON: BRSC) today announced the appointment of Helen Sinclair oard as a non-executive Director with effect from 1 March 2022. Ms Sinclair will also serve as a member of the Company’s Audit, Nomination and Management Engagement Committees. About Helen Sinclair Ms Sinclair has an MA in Economics from the University of Cambridge and an MBA from INSEAD Business School. After working in investment banking Helen spent nearly eight years at 3i plc focussing on management buy-outs and growth capital investments. She later co-founded Matrix Private Equity (now Mobeus Equity […]
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.