Board Effectiveness and Governance Reviews
The Combined Code on UK Corporate Governance (formerly their Combined Code) requires the Boards of UK listed companies to undertake a formal and rigorous annual evaluation of their own performance and that of their committees and individual directors. The Code recommends that FTSE 350 companies have their board evaluations externally facilitated at least every three years.
IDDAS is able to provide either a stand alone or an integrated Board Effectiveness Review which provides the Chairman and Non Executive Directors with an opportunity to stand back and assess their Board’s performance and its readiness to meet the needs of immediate and future company strategy,
see Board Effectiveness Team.
IDDAS is able to provide:
- A Formal Board Review and Evaluation
- Board Leadership and Behavioural Effectiveness Facilitation
- Board Development Plan
- Corporate Governance Development Programme
Formal Board Review and Evaluation
IDDAS can provide a structured independent Board Review following discussion with the company’s Chairman. The process is conducted with sensitivity and intelligence by a team who have Board experience and are aware of the challenges that face Chairmen, Non-Executive Directors and Executive Directors. IDDAS will provide an evaluation of the whole Board, its committees and individual Directors and recommend actions in respect of areas identified for improvement.
Board Review will cover:
- Board structure and composition
- Collective and individual Board capabilities
- Formal operation and effectiveness of the Board and its Committees and their effectiveness
Board Leadership and Behavioural Effectiveness Facilitation
IDDAS is able to provide a facilitated process which directly addresses the collective and individual performance of the Board as a team.
We achieve this by:
- Capturing the leadership and behavioural effectiveness of the Board as a ‘team’ and as 'individuals'
- Facilitating discussion of the outcomes and objectives of the review to allow the Board Team to maximise effective debate and discussion
- Identifying direct and efficient actions for development
IDDAS has a world-class
facilitation team
who regularly work with top Boards
and Leadership teams. Their role is to support and expedite the team, creating an awareness of the behavioural and group dynamics which may be hindering or hijacking effective debate and discussion.
Board Development Assessment
For the Board, development consists of both collective and individual development. IDDAS is able to support both, the Board team to develop its collective performance and individuals transitioning into new Board member roles.
IDDAS achieves this by:
- Creating a Board plan to address the collective performance development of the Board
- Creating an individual Development plan for each Board Director, as appropriate
- Undertaking an individual Development and Assessment process to articulate the development required of individuals to meet future requirements and capabilities
Corporate Governance Development Programme
As a key element of Board Effectiveness, IDDAS offers a Corporate Governance Programme which is of direct practical relevance to the needs of today’s Board executives and is comprehensive in providing a thorough appreciation of current best practice.
It is ideal as an induction for new Directors and NEDs or as a refresher and update for existing Directors and NEDs.
IDDAS achieves this through:
- Private Seminars for specific organisations
- A regular Group seminar run by us, which mixes Directors from a range of organisations in a confidential environment
- One to one coaching of Board Directors
Leading roles in the delivery of these programmes are taken by
Professor Andrew Chambers,
Editor of Chambers Corporate Governance Handbook, and Cliff Weight, an acknowledged expert in remuneration solutions.
The programme has proven highly successful in equipping individuals with the knowledge, tools and skills to perform effectively at board level, be they new to the boardroom, or with an existing executive or non executive remit.