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I am speaking at the Forthcoming Charity Governance Summit 15-16th September (Day 2) on Wellbeing and employees’ mental health across sectors with co speakers Paul
Colin Tenwick, Senior Advisor, Investor, Chairman and NED joined Alison Gill to discuss his substantial experience helping organisations to grow and scale. Colin discussed how
Corporate boards are by definition dealing with big issues and are responsible for taking important decisions. This is rarely achieved efficiently without a really sound
Boardroom agendas are increasingly concerned with people issues – a trend explored by Bvalco’s Ali Gill in HR Magazine.
Peter Snowdon considers the Government proposal to require directors to attest to the effectiveness of their company’s internal controls.
We know that a review of a board’s effectiveness is important but the true value of that review is not always guaranteed. I recently chaired a discussion with NEDs on not only what makes a review good, but also bad and even ugly. Much like a board review itself, an open and honest analysis of what works and what doesn’t provided invaluable insights into how we can be better. Here are the key takeaways’.
The first action for boards as we begin to exit the pandemic is to effectively review how the board operated throughout, what are the learnings
A Conversation with Colin Tenwick Few executives would argue against the need for digital transformation to remain competitive. The reality is many struggle to adopt the
The spectacular own goal of the European Super League (ESL) may be a symptom of governance failures at the companies that control the clubs. Powerful owners were in the spotlight but where were the Directors and what governance considerations were undertaken before decisions were made? Peter Snowdon explores.
What should a board consider when shopping for a new leader. Joy McKnight, Editor of The Banker talks to Alison Gill about the many questions around what boards should be thinking about when considering who should next take the helm.
Over the coming months Alison Gill will chair a series of webinars for the Board Effectiveness Guild in conjunction with Governance magazine. The webinars will discuss ‘The good, the bad and the ugly of board effectiveness reviews’ . In the second of a series of four webinars an article of the findings can be found here.
Understanding the connection between emotion, feeling, thought and action is vital to an effective Board because it directly impacts how Board’s make decisions. In our blog series ‘the Power of Emotion’ we seek to explore the link to effective decision making. In this blog we look at how a Chair can manage bias and ensure the board remains both diverse in thinking and highly effective.
Overseeing a company’s digital strategy is set to become increasingly challenging as artificial intelligence explodes on to the corporate scene. Ethical and moral issues, coupled with legal and regulatory complexity, mean boards will have their work cut out to navigate the AI minefield.
Welcome to the first in a series of 4 blogs that seek to we seek to explore the link understanding the value of emotion and the link to effective decision making.
Peter Snowdon explores matters of individual and collective accountability in the boardroom, by way of a look at the PRA’s December 2020 Evaluation Report of the Senior Manager & Certification Regime (SM&CR).
Jenny Simnett (non executive director and researcher at Henley Business School), is leading some important research on the effectiveness and role of Board Nomination Committees. Jenny is seeking Chairs and Non-Executive Directors willing to participate.
Boards are having to consider people agendas as never before, from safeguarding the health of employees to transforming how people work, creating many reasons to allow HRDs to play a more active role on the board.
Find out what Bvalco had to say about how the pandemic is changing the relationship between the CEO and the board, in the latest Governance webcast.
As we enter a second lockdown, the cabinet’s handling of the crisis wouldn’t be allowed in a boardroom. So we carried out a ‘cabinet evaluation’ to produce these recommendations.
With boards unable to meet in person, and strategy days often unable to stretch the thinking enough, try this zoom-friendly approach instead.
Bvalo talks to theHRDirector about how to leverage the principles of good governance to build back better after the pandemic.
Businesses that manage to strengthen their relationships with stakeholders during the crisis are poised for stronger recovery.
A pandemic review allows pause for thought, provides valuable learning and creates a good foundation for future decision-making.
Date: 30th July 2020 Time: 14:00 – 15:15 BST In this conversational session our speakers will explore the dynamic between executive and NED roles on
With society demanding action on unfair and inequitable working practices, the way the board thinks and acts is vital to making this happen.
Bvalco’s Alison Gill talks to The Chartered Governance Institute (ICSA) about strengthening decision-making to resolve ethical dilemmas and deliver business transformation.
As entire workforces prove homeworking can be just as, if not more, productive than office working, boards need to consider how they can ‘build back better’ to meet the increased desire for more flexible working.
With important ethical dilemmas needing to be resolved, determining the best way to ease the lockdown will inevitably give rise to tensions on the board. Businesses that want to sustain board unity will need to focus on culture and values.
Bvalco’s Alison Gill talks to The Chartered Governance Institute (ICSA) about the importance of embracing feelings of anxiety to enhance decision-making.
Bvalo’s Alison Gill and Patrick Dunne, experienced chair and author of Boards, lift the lid on how boards are reacting to the coronavirus crisis.
Bvalco’s Alison Gill talks to The Chartered Governance Institute (ICSA) about how to manage tensions arising at board level during the current crisis.
In a recent interview on CNBC, Patrick Patrick Dunne, chair and author of ‘Boards’, stated that ‘There has never been a more testing time for
From being clear about the problems that need to be solved to leveraging emotional intelligence and testing assumptions, boards need a solid approach to decision-making right now.
Now you’ve mastered video meeting etiquette, how do you replicate reading body language and the human interactions that still matter in the boardroom?
With coronavirus demonstrating the potential impact of existential threats, is the introduction of an audited resilience statement enough to encourage boards to prepare for and stress-test worst case scenarios?
So what role can (and should) the company secretary play in tackling the climate crisis?
To discuss successfully managing the challenges associated with chairing a remuneration committee
From ongoing environmental, social and governance issues, to uncertain decision-making, here are five predictions for challenges boards will need to address in 2020.
With the new parliament expected to conduct an inquiry into ‘corporate greed’ at Thomas Cook, I’ve been talking to the CIPD about how employers can respond to discontent over executive pay.
The long-awaited probe into the IT crisis, that left 2m TSB customers without access to their current accounts, highlights key governance failings.
Environmental degradation is now the risk that defines our age. As the need to accelerate progress to a low carbon economy mounts, there are three things boards can do to prepare.
Murray Steele, experienced chairman, NED and Programme Director for the FT Non-Executive Diploma, guest blogs on supporting NEDs to challenge the board to become more effective.
It’s not just corporate failures creating a backlash against executive pay. With the public and shareholders demanding a ‘culture of fairness’ we look at three things boards need to consider.
Nearly two decades since the creation of the first Corporate Governance Code, board accountability has evolved to place much greater emphasis on empowering directors to create the right culture and behaviours to navigate new social and environmental challenges.
With gender targets doing nothing to change the beliefs holding women back, Bvalco talks to Governance about why diversity goals must focus on the business benefits women can bring.
I invite you to join me for a conversation with Steve Allen, Group Company Secretary, Rio Tinto.
With the productivity crisis showing no sign of abating. Bvalco CEO, Alison Gill, has been talking to the CIPD about why more gender diverse boards could be the solution.
In the wake of the large-scale failures of firms such as Carillion and BHS, the government is under pressure to crack down on ‘reckless’ directors.
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.
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?