Jan 042021
 
Diversity and Inclusion in the Boardroom – Video Course Friday 22 January 2021

Diversity and Inclusion in the Boardroom

A practical interactive video course for Chairs and Board members

If you are wondering how you can promote diversity and inclusion on your Board then the Diversity and Inclusion in the Boardroom 1-day interactive video course will provide you with an essential overview of what is involved together with practical steps that can be taken to help you to achieve a more diverse and inclusive board.

This course is aimed at Chairs and Board members in the private, public and voluntary sectors including NHS Trusts, Social Enterprises, Local Authorities, School and College Governors and Charity Trustees looking to reflect on the impact of current issues on racial equity and working in order to promote diversity and inclusion on their boards and in their organisations.

Who should attend?

Chairs and Board members in the private, public and voluntary sectors including NHS Trusts, Social Enterprises, Local Authorities, School and College Governors and Charity Trustees.

What to expect?

  • An overview of the core principles and essential knowledge about the impact of diversity and inclusion in society and on organisations.
  • Identification of the challenges faced by Boards in the area of Diversity and Inclusion and an exploration of the various ways in which Executive and Non-Executive Directors can contribute to these issues
  • Practical guidance on how Board members can make positive contributions to a board’s work by embracing diversity and diversity of thought

Course objectives

Participants will gain the fundamental knowledge / terminology to interact at Board level whilst considering the key impact of these issues on Boards and within organisations.

There will be opportunities to explore recruitment and selection processes, induction and how Boards can implement diversity and inclusion principles

Course Leaders:

Dr Shungu Hilda M’gadzah

Director & Lead Consultant Psychologist: Diversity & Inclusion expert and Educational Psychologist at Inclusion Psychologists Ltd with senior leadership experience and Board level leadership experience in the voluntary sector and public sector. Experience as senior leader in education at Head of Service level leading and managing multi-disciplinary teams. (linkedin.com/in/shunguhildamgadzah/)

Shirley Wardell

Thinking Environment Coach and Facilitator Trainer specialising in Leadership Development. A member of the Time to Think Faculty, qualified to deliver Nancy Kline’s Thinking Environment courses. Experience in Higher Education, mostly for the Leadership Foundation for Higher Education (linkedin.com/in/shirley-wardell-47b2467/)

David Doughty CDir FIoD

David Doughty - Chartered Director

Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. . (linkedin.com/in/daviddoughty)

Key Details

Duration: 1 day
Location: Zoom Video Conference

Price
£350.00 (ex VAT)
Payment with Booking Price £320.00 (ex
 VAT)
Partner Discount Price
£295.00 (ex VAT)*

Book Now

To see course dates and to book your place now follow this link:
Course Registration

The fee includes a copy of the course handbook

Attendance counts as 6 verifiable CPD hours of structured learning

*Discounts on Excellencia course fees are available for:

Courses can be delivered ‘in-house’ to a single board – to find out more contact courses@excellencia.co.uk or call 01437 731 161


 

Jan 042021
 
How to become a Non-Executive Director – Video Course Wednesday 20 January 2021

Find out how you can obtain a Non-Executive Director position by booking a place on this interactive 1-day video course.

"This course is a must for any aspiring NED and even established NED's as a refresher. The content and its delivery were well paced, informative and challenging in equal measures, led by a seasoned expert who's capabilities provide a wealth of knowledge to be drawn upon. Incredible value for money and should be part of a suite of courses leading to a more formal qualification for aspiring NED's. 100% recommended, you will not be disappointed."

Jon Cross, Managing Director at Essenjay Associates Ltd

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.

non-executive director

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 process of obtaining a first appointment and performing due diligence before any position is accepted. There is emphasis on the importance of presenting your experiences with clarity and relevance.

This course identifies the various ways and circumstances in which non-executive directors can make an effective contribution to a board's work. It also examines methods for their selection and reviews their motivation, induction and reward.

Who should attend?
Individuals who are currently a non-executive director; those seeking appointment as a non-executive director and those looking to appoint a non-executive director.

What to expect?

  • Clarifies how and why non-executive directors can strengthen a board
  • Provides practical guidance on how best to secure an appointment as a non-executive director

Course objectives
Participation on this course will provide you with the knowledge to:

  • Clarify the board's role, purpose and key tasks
  • Appreciate the contributions that non-executive directors can make to the board in different types of company and situations
  • Recognise the qualities and experience needed to fulfil a non-executive director appointment
  • Appreciate appropriate methods for finding, selecting, appointing and rewarding non-executive directors
  • Understand the preparation required to interview for or be interviewed for the post of non-executive director

Course Leader: David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here: (http://uk.linkedin.com/in/daviddoughty)

Key Details
Duration: 1 day
Location:

Video Conference

Price

£350.00 (ex VAT)
Payment with Booking Price
£320.00 (ex VAT)

NEDworks Tier1 Member Price
£295.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:
Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6 CPD hours of structured learning


Dec 242020
 
2020 Charity Governance Code recommendations on Equality, Diversity & Inclusion, and Integrity

non-executive director

The recently updated Charity Governance Code, which sets out 7 principles of good governance practice for charities in England and Wales, includes clearer recommended practice in the renamed Equality, Diversity and Inclusion (EDI) Principle, and updates to the Integrity Principle to emphasise ethics and the right of everyone who has contact with the charity to be safe.

The 2020 update to the Code follows a rigorous consultation with the charity sector that involved user focus groups and received over 800 responses. With feedback particularly focused on the diversity and integrity principles, the Code’s Steering Group commissioned specialist EDI consultants to carry out further research and advice.

Rosie Chapman, Chair of the Charity Governance Code Steering Group said:

These improvements to the Charity Governance Code reflect changes in society and the broader context in which charities are working. The updated Code is designed to help charities adopt good practice and secure better outcomes for the communities they serve. We know that charities are at varying stages in their efforts to fully adopt the Code, including in achieving equality of opportunity, diversity and inclusion, and the updated Code is designed to help charities on this journey. We’ve also heard that charities and boards would like more guidance on how to improve their approach to EDI. In response, we are asking charity umbrella and infrastructure bodies to provide more guidance and support to charities, to help them meet the recommended practice in the Code.

The Code recommends four stages of practice for charities in their EDI journey. Boards should:

  1. Think about why equality, diversity and inclusion is important for the charity and assess the current level of understanding.
  2. Set out plans and targets tailored to the charity and its starting point.
  3. Monitor and measure how well the charity is doing.
  4. Be transparent and publish the charity’s progress.

Pari Dhillon, independent EDI consultant who advised the Steering Group on the changes, said:

As a governance and EDI fan, I’m very excited about the launch of the Equality, Diversity and Inclusion principle, for two reasons. Firstly, great EDI has the power to create social justice in our boardrooms, charities, sector and ultimately society. Secondly EDI practice sits at the heart of good governance, and I’d argue you can’t have one without the other. I say this because:

To maximise public benefit, boards must focus on achieving equality of outcomes through their charitable purpose.

To make better and more informed decisions, boards must be diverse, reflecting and centring the voices of the community and needs that the charity seeks to serve.

To make robust decisions, all board members must have the power to fully participate and societal power imbalances must be prevented from playing out in an inclusive board room.

Malcolm John, Action for Trustee Racial Diversity commented on the new EDI Principle:

I’m delighted that the updated EDI Principle picks up the mantra of Actions not Words by encouraging charities to focus firmly on agreeing plans, setting targets and monitoring their progress. I’m hopeful that this will help set charities on the path to achieving greater racial diversity at all levels by moving away from informal recruitment processes for trustees and committing time and resources to drawing from a wider and more diverse pool of people.

As part of the Code’s refresh, the Integrity Principle has also been strengthened to emphasise the importance of a charity’s values, ethical decision making and the culture this creates.

Rosie Chapman, Chair of the Steering Group explains:

We’ve also updated the integrity principle to reflect the importance of everyone who comes into contact with a charity being treated with dignity and respect and to feel that they are in a safe and supportive environment.

In particular, the Code includes new recommended practice on the right to be safe (safeguarding) that asks trustees to:

Understand their safeguarding responsibilities.

Establish appropriate procedures that are integrated with the charity’s risk management approach.

Ensure that everyone in contact with the charity knows how to speak up and raise concerns.

Charities are encouraged to visit the Code’s website to view and download the new edition of the Code. Explanatory videos and accompanying blogs can also be found on the website.

As any experienced business executive who joins a Charity Board as a Trustee knows, running a charity, especially in 2020, is a particularly challenging task. Charity Chief Executives should be able to draw on the widest range of skills, background and experience from their Trustees for support. EDI should not be seen as pandering to sentiment but as an essential requirement to ensure that Boards have the best people contributing to the governance of the Charity, regardless of gender, race, ethnicity or class.

Charity Trustees are, by and large, enthusiastic, unpaid, supporters of the cause that their charity serves but they should also ensure that they understand their role, duties and responsibilities - the updated Charity Governance Code is essential reading for all charity Trustees.

Dec 212020
 
Ensuring General Wisdom

The critical role Non-Executive Directors and Trustees play in Executive performance.

by J A Sutherland

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.

 

 

 

Dec 112020
 
The Independent Director

The Non-Executive Director's Guide to Effective Board Presence

by Gerry Brown

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.

 

 

 

Dec 112020
 
Board Appointments

The Definitive Guide to Gaining a Non-Executive Directorship

by David Schwarz

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'.

 

 

Dec 102020
 
Non-Executive Director (Best Kept Secret Revealed)

The whole can of Non-Executive worms has been subject to investigation, reappraisal and some rigorous new rulings

by Ade Asefeso Mcips Mba

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.

 

 

Dec 052020
 
The Non-Executive Directors’ Handbook, 5th edition

An accessible and practical guide for Non-Executive Directors

by Brian Coyle

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.

 

 

Dec 052020
 
Non-Executive Directors

Non-Executive Directors: The BDO Stoy Hayward Guide for Growing Businesses

by Rupert Merson

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.

 

Dec 032020
 
CBRE Group appoints Oscar Munoz to its Board of Directors

By Talent4Boards Team

Talent4Boards - Great Talent builds Great Boards

– USA, TX –  CBRE Group, Inc. (NYSE: CBRE) today announced the appointment of Oscar Munoz, Executive Chairman of United Airlines, to its Board of Directors. “We are thrilled to have a highly accomplished senior executive like Oscar join our Board. CBRE will benefit significantly from the unique global operating ...

CBRE Group appoints Oscar Munoz to its Board of Directors

CBRE Group appoints Oscar Munoz to its Board of Directors

From:: CBRE Group appoints Oscar Munoz to its Board of Directors

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