Bvalco

Bvalco helps boards to prepare for the future, with external board reviews that catalyse open debate into the best ways to boost the health of the board going forward.

Our unique blend of business, governance and human behavioural expertise enables us to provide deep – yet actionable – insights into any issues limiting the ability of your board to thrive.

Primarily used by the FTSE 100, we also work with other boards committed to enhancing their ability to meet future challenges. Including Aim listed, subsidiary, large family, privately owned, sporting and charity boards.

“We used Bvalco to carry out our board review for three years in a row. The recommendations were very insightful. Overall it made the board process more efficient and improved understanding of the respective roles of the executives and non-executives.”

Douglas Flint, Former Chairman, HSBC Group

“Often when you go in for a board review everyone sits around the table agreeing but then the report gets put away and nothing happens. Bvalco’s recommendations were very good - substantial but not too long. It made the board more reflective and creative.”

Clarissa Farr, Fellow (NED), Winchester College

“We found the analysis was thorough and the final report was focussed and concise, without superfluous comment. The board will put the recommendations to good use and we would be happy to work with Bvalco again.”

Charles Sinclair, Chairman, Associated British Foods plc

What we’re thinking about

Our most recent insights

Should we be rating boards as good or bad?

By James Bagge | 26/06/2019

With boards under ever-increasing levels of scrutiny, is The ICSA, The Governance Institute right to ask if a board can ever be assessed as good…

By Peter Snowdon | 03/06/2019

Even if a wholly owned subsidiary only differs from its parent company on occasion, it matters than it can think and act in its own interests.

By Alison Gill | 25/04/2019

Every negative trend needs a point of crisis to drive real change. Could the productivity crisis be the tipping point needed to smash the glass ceiling?