How To Become A Paid Non-Executive Director

By Emma Ford

On Tuesday 25th October, NEDonBoard hosted a guest speaker panel discussion on how to become a paid non-executive director.

With insights from Jill Ader of executive search firm Egon Zehnder; Gillian Wilmot, Founder & CEO of Board Mentoring and an award winning NED; remuneration expert Nicki Demby of Deloitte; and experience Chairman Michael Chuter, there were some worthwhile key take home messages, some of which are shared below:

  • When looking to take on a NED position, don’t simply look for roles which offer the largest salary. Also consider positions which align with your expertise and passions, as this will bring value to both you and the boards you serve, as well as improve your prospects in being brought on board.
  • When applying for and preparing for a NED position, always ensure you really understand the business; read their annual reports, their background and go into the details of the organisation. It may sound obvious but the guest speakers had collectively seen examples of prospective NEDs not adequately caring to really look into the background of the business before applying for a role. Needless to say these candidates did not progress far. …read more

    Read more here:: How To Become A Paid Non-Executive Director

Corporate Governance for Growing Companies, by Frank Lewis

By Emma Ford

Recently we published an article focusing on structure and requirements for an effective board of directors by Frank Lewis. This follow-up article highlights corporate governance for growing companies.

Frank Lewis is a seasoned, internationally experienced Chairman and Non-Executive Director with a demonstrable track record of operational success in distribution, manufacturing, technology and natural resources across Europe, China, Africa and Middle East.

1. WHAT ARE THE OBJECTIVES OF CORPORATE GOVERNANCE?

1.1. Corporate Governance is the system of processes, activities, standards and reporting to facilitate and deliver growth in long term shareholder value by reducing risk while maintaining a flexible, efficient and effective management framework within an entrepreneurial environment.

1.2. Corporate Governance represents a dynamic relationship between shareholders, the Company and its Directors, influenced by a number of external factors including regulation and social responsibility.

1.3. Good Corporate Governance should reduce the risk of uncommercial and inappropriate bad decisions being made.

2. Mandatory Corporate Governance for larger Companies has been with us in the UK for some time now. The Cadbury guidelines were introduced in 1992 and have evolved and developed into the UK Corporate Governance Code which must be followed by all premium and listed Companies in London’s main market.

3. In terms …read more

Read more here:: Corporate Governance for Growing Companies, by Frank Lewis

Top NED tips from NED & entrepreneur, Robert Clarke

By Emma Ford

Robert Clarke is a portfolio NED and entrepreneur. We asked him what his top three pieces of advice are to being a successful non-executive director…..

How did your first non-executive role come about?

After successfully managing an exit from my own company – I thought I knew a thing or two and wanted to pass on knowledge and experience – good and bad. I was asked by a VC to step in and assist a start-up that they couldn’t “work out”. There was a lot of talent present but they needed direction.

What role does a non-executive director have on the board?

A NED is a Director just like any other on the board so has a vote and has the same fiduciary responsibility. I personally like to challenge the exec element as far as possible even if it is not popular, and ensure they are thinking through every key decision.

What should a new non-executive director do when they first join a company?

BEFORE a NED joins a company they should understand the risks associated with joining and that this is not a short term gig. It’s time consuming, and should be a passion, not a chore.

Please share with …read more

Read more here:: Top NED tips from NED & entrepreneur, Robert Clarke

Structure and requirement for an effective board of directors – Frank Lewis

By Emma Ford

For companies considering an IPO on the stock market, Frank Lewis presents the structure and requirement for an effective board of directors.

Frank Lewis is a seasoned, internationally experienced Chairman and Non-Executive Director with a demonstrable track record of operational success in distribution, manufacturing, technology and natural resources across Europe, China, Africa and Middle East.

Structure and requirement for an effective board of directors:

1. It should be clearly noted that in terms of the Companies Act, all Directors, Executive and Non-Executive Directors have a statutory duty to promote the success of the Company for the benefit of its members as a whole.#

2. CHARACTERISTICS OF AN EFFECTIVE BOARD WISHING TO DO AN IPO

2.1. Well-functioning Boards are teams led by the Chairman

2.2. The Board of a public Company must be carefully selected and managed, taking into account group dynamics and the needs of the business.

2.3. Succession planning is very important and a clear policy needs to be documented.

2.4. A well refined Corporate strategy is most likely to be developed by a Board and delivered by an executive team, and encouraged by the Chairman, to work together for the benefit of all stakeholders.

3. CHAIRMAN ROLE

3.1. The role of the Chairman has become much …read more

Read more here:: Structure and requirement for an effective board of directors – Frank Lewis

Poole Hospital NHS Foundation : Chair

By Debbie Wright

Chair RecruiterPoole Hospital NHS Foundation LocationPoole, Dorset Salary£45,000 for 2 – 3 days per week Posted05 Oct 2016 Closes28 Oct 2016 Job Function: Board Member, Chair Industry: Health, Medical, Public Position Type:

The post Poole Hospital NHS Foundation : Chair appeared first on NEDworks.

…read more

Read more here:: Poole Hospital NHS Foundation : Chair