Evaluations. Governance. Strategy.
360° Board Evaluations
We do not believe in a “tick-box” board evaluation methodology. Ours emphasises board effectiveness and development by applying a “feed-forward approach” that queries relevant content in a manner that is carefully designed.
ABOUT US
The company was established in 2012 by Lawyers and Company Secretaries who were serving and advising various Board’s for the sole purpose of providing and effective and efficient Board Evaluations / Appraisals to State-Owned Companies (“SOC”). Unlike private companies, SOC’s have a plethora of additional legal, regulatory, governance and compliance obligations which cannot be properly assessed through the traditional “tick-box” evaluation methodology. SOCs require a more comprehensive and thorough assessment of the critical Environmental, Social and Governance factors impacting on their business. Our 360 Board Evaluations are thus customised, comprehensive and robust for each client we assess. Our Reports and Board Improvement Plans are practical and effective and results in improved board performance.
Features & Benefits
Services
We provide 2 types of Board Evaluation services which are listed below
360° Evaluations / Appraisals
This is a comprehensive and holistic evaluation which entails customized questionnaires, board member evaluations/appraisals, peer-reviews, one-on-one board member interviews, review of the board charter and 4 board committees’ terms of reference. Board Committees’ evaluation/appraisal. The individual board interviews can be conducted in person or virtually.
180° Evaluation / Appraisal
This evaluation only covers board performance, board interviews and peer-reviews.
Other services include
Board Inductions, Corporate Governance, Risk & Compliance Advisory, ESG Factors, Board Strategic Planning & Consulting
WHY BOARD EVALUATIONS?
Board evaluation is linked with planning and is directly tied to achieving the outcomes and results outlined in the Board’s strategic plan. It is aimed at evaluating the following aspects of the Board:
- Effectiveness of Board Performance
- Appropriateness of Board and Board Director Behavior
- Effectiveness of Board’s Relationship with the Chief Executive Officer
- Performance of Individual Board Members
- Feedback to the Chair of the Board
- Compliance with King IV Governance Principles
OUR
APPROACH
We do not believe in a “tick-box” board evaluation methodology. Ours emphasis Is board effectiveness and development by applying a “feed-forward approach” that queries relevant content in a manner that is carefully designed to have the following benefits:
Questions create interest and require board members to think about their own roles as well as board governance, structure and processes. This includes peer-review mechanisms where board members provide insight into the value added by their fellow bord members.
The questions broaden each director’s perspective, encouraging them to think about the entire board and how it operates, rather than focused on their specialty area.
“Feed-forward”. Due to the construction of the questions, the methodology enables board members to think forward about how the board operates now and how the board can improve on specific issues.
The report represents the consensus or means of the entire board for each question and across all the questions. And because we maintain strict anonymity for our respondents, reports show a true perspective on items, with minimal variances, but do not show which respondent(s) caused the variability.
It is imperative that each respondent has absolute confidence that their responses will be anonymous. Failing anonymity, the outcome will be designed to suit circumstances prevalent and not reflect the true nature of the situation. Such will be meaningless and provide no value for analysis, motivation or education. To this we use a series of assurances to respondents regarding the confidentiality of responses. Our commitment to respondent anonymity is absolute.
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ALIGNMENT WITH KING IV
Our Board Evaluation questionnaire has been tailored to address all of King IV 17 Corporate Governance Principles. It is our belief that the Board functions optimally if it is assured and believes that adherence to good corporate governance is a priority of the organisation they serve. The questionnaire is aimed at evaluating the following factors:
including but not limited to appropriate balance of knowledge, skills, experience, diversity, succession planning and independence.
Including but not limited to terms of reference, committee effectiveness, allocation of roles and associated responsibilities, cross-membership between committees.
including but not limited to strategy development and monitoring, risk management, IT Governance, compliance, integrated reporting and disclosure, remuneration, corporate governance, corporate citizenship, finances, whistle blowing.
Including but not limited to board packs, frequency of meetings, preparedness, agenda setting and focus.
including but not limited to the appointment of the CEO, Delegation of Authority, separation of duties between the Board and the CEO, executive representation on the Board, flow of information to the Board
Strategy, Assess the level of understanding of the Directors on the knowledge of the Organisation’s business and strategy.
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