What do you consider a disability or long-term health condition for the purposes of this programme ? Ensure that the company’s organisational structure and capability are appropriate for implementing the chosen strategies. Furthering the charity’s overall purpose, as set out in its governing document, and setting its direction and strategy.

It is, of course, impossible to list every task that each individual board of directors has to carry out. Each has to consider its own situation and circumstances. For example, small privately owned companies might not be concerned with many of the issues that preoccupy large listed companies. The UK Corporate Governance Code sets out its own view of the role of the board. This can be summarised as: must simultaneously be entrepreneurial and drive the business forward while keeping it under prudent control

With their messages of positivity, inclusivity, remembrance and humour, the quotes have lifted spirits and raised smiles on the faces of those who have seen them – and, the duo hope, will reach a whole new audience now they’ve been collated into a book. Working with publishing house Yellow Kite, the pair whittled down their 2,000 quotes, grouping the best into 12 themes for the book, which include: 'raising awareness', 'love', 'mental health', 'London' and 'legends'.

The programme is for researchers, professional research services staff and technicians from underrepresented groups in UK universities and research institutes. The programme is open to women, trans people, people from ethnic minority groups and disabled people (including those with long term health conditions), who are interested in exploring joining a board. Our games are all super competitive and therefore the most fun enjoyed as part of a group, which is why there’s a minimum of 2 and maximum of 12 people per area. Onboarding or On boarding? If you are part of a team that gets new employees acquainted with their roles in the company, the term you are looking for is onboarding. In this sense, onboard can be a noun or a verb.

Onboard can also be a verb, where it is HR-speak for hiring and training new employees. It is usually conjugated as the present participle onboarding in phrases like the onboarding process. This book tells it like it is on a charity board and is full of wisdom and practical tips, delivered with Debra’s trademark verve. Even a small dose will make you a better trustee.’ The Football Association's Management Team, working together with The FA Board, Council and staff, aims to deliver an effective and professional organisation for the greater good of English football. As an adjective, onboard means attached or integral, especially when referring to a vehicle’s equipment. An onboard computer, for instance, is a computer that is built into the design of a vessel.

define its long term direction – furthering its objects or purposes as set out in its governing document Ultimately, however, it is up to the board to decide who ‘qualifies’. The board is expected to consider the above – and, indeed, any other factors that may impair independent judgment – but none of them is to be thought of as grounds for automatic ‘exclusion’. It may be that an individual is judged to have the strength of character and integrity to remain unaffected by circumstances that, in theory, compromise their independence. At the end of the day, however, it is important to be clear that the challenges and tasks discussed in this chapter are those of the board, not of individual directors. While each individual may have a distinct contribution to make, it is the collective responsibility of the board to ensure the company’s successful operation. Tasks of the board and indicators of good practice Establish vision, mission and values It is for the board to judge, on a case-by-case basis, which stakeholders it treats as ‘relevant’ and which of their interests it is appropriate to meet, taking into account the law, relevant regulations and commercial considerations. In pursuing this key purpose, a board of directors faces a uniquely demanding set of responsibilities and challenges. It also faces a range of objectives that can sometimes seem contradictory. The board:

Note: the Code does not apply to all companies. See: The reach of the UK Corporate Governance Code, an OUT-LAW guide)

Have identified an institutional champion who has also completed an application form and committed their support to their application. You will also be asked to outline, in 500 words or less, previous experience you have which could be relevant in a board context. You can include experience from both inside and outside the workplace in this question. Sir David Walker, in his 2009 review of governance at major banks, argued for less emphasis to be placed on the independence of nonexecutive directors for the sake of it and for greater weight to be given to relevant financial industry experience. Independence in name was less important than ‘the quality of independence of mind and spirit, of character and judgement’. The Code recognises that there are some issues that can only be decided by the board. It states that: “there should be a formal schedule of matters specifically reserved for its decision” and that the annual report should include a “high-level statement of which types of decisions are to be taken by the board and which are to be delegated to management”. Guidance on drawing up a schedule of matters reserved for the board is available from the Institute of Chartered Secretaries and Administrators (ICSA) and from the Institute of Directors' book, The Effective Board.

Onboard is an adjective that means attached, and a verb that means to acclimate new hires to a new company. What does on board mean? On board can be a prepositional phrase, or it can function as an adverb in sentences. On board means present, in agreement, or in its most literal sense, safely in a ship. Where the executive director has an intimate knowledge of the company, the NED may be expected to have a wider perspective of the world at large. Where the executive director may be better equipped to provide an entrepreneurial spur to the company, the NED may have more to say about ensuring prudent control. In 2008, the chief executive, Sir Stuart Rose, was handed the chairman’s job as well – in contravention of principle A.2. Shareholders muttered that this was contrary to the Code, but the company stressed that the roles would be split again when Sir Stuart retired in 2011. In the meantime, the new chairman’s dominance would be counterbalanced by the senior independent director, who was given special responsibility for governance issues.