Equality, Diversity & Inclusion in the Charity Boardroom

The recently updated Charity Governance Code includes clearer recommended practice in the renamed Equality, Diversity and Inclusion (EDI) Principle and sets out four stages of practice for charities in their EDI journey. Boards should: Think about why equality, diversity and inclusion are important for the charity and assess the current level of understanding. Set out plans and

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

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

Practical steps to improve board diversity

Many boards in the private, public and voluntary sectors realise that they need to improve the diversity of their board members, whether it be ethnic, gender, restricted ability, age or socio-economic background, but find it hard to know where to start.

Where are all the well-paid, private sector, NED jobs?

One of our NEDworks subscribers recently sent us an e-mail asking where all the well-paid, private sector NED roles are? There were just three December private sector vacancies .. Is that all the vacancies from across the whole country? Am I missing something here? If it is, what are you doing to improve this position as it

How to become a Non-Executive Director – Birmingham 26 June 2018

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 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.

How to become a Non-Executive Director – London 23 May 2017

Find out how you can obtain a Non-Executive Director position by booking a place on this interactive 1-day course. “A well structured and presented introduction to the responsibilities, challenges and attributes required of being a NED. It was thought-provoking. I have referred back to my copious comments in the comprehensive slide hand outs many times

I’m an experienced NED but I’m not getting any new roles – what can I do?

This is a question I get asked quite a lot – getting a foot on the Non-Executive Director ladder is difficult enough but it does not seem to get any easier once you have secured your first NED roles. So how do you build on your NED, Governor or Trustee experience to create a Portfolio

Specialist NEDs

There is a growing trend for Boards to seek specialist Non-Executive Directors

So You Want to Be a Non-Executive Director?

Are you thinking about becoming a non-executive director? Do you have the skills to join the board as an independent non-executive director? Do you know what the role entails? The following frequently asked questions (and answers) should give you the information to help you understand more about what it takes to become a non-executive director.

What should NEDs do when the CEO leaves the board?

With the average tenure of a FTSE100 CEO at 5 years and two months it is highly likely that most boards will have to face the transition of the top executive position at one time or another. Regardless of the reason for the CEO’s departure, it can be an unsettling time for the organisation and