Written by Team NEDonBoard A physicist by background, Ruth Cairnie has strong strategic and commercial experience gained at Royal Dutch Shell Plc where she held a number of senior international roles. Ruth is currently a non-executive on the boards of Rolls Royce, of Associated British Foods and of Keller Group. It was great meeting and interviewing her following a
Written by Liv Noble We asked Joanna Baldwin, as an experienced NED, what she looks for when thinking to join a new board, her thoughts on preparing for a role and a possible misconception new NEDs can have. Joanna is a Non-Executive Director and Member of the Strategy Committee for Aviva France, and a Trustee and Chair of Marketing
Written by John Welth A Good NED Advances the Future of a Business Every board needs a good, level NED. Whilst non-executive directors are not in charge of day-to-day duties, they are vitally important to the corporation or charity’s future because their role is to create long-range plans and policies that will be embedded for years to come. A
Written by John Welth Recently, Tracey Bleakley, Chief Executive of the Association of Police and Crime Commissioners, offered some invaluable advice for candidates aspiring to become a non-executive director. Mr. Bleakley, non-executive director of the Insolvency Service and also a trustee of the Money Advice Trust, which operates the National Debtline and Business Debtline, said applying for the first non-executive
Written by John Welth A non-executive director plays an important part in many organisations. Because they aren’t actually an employee of a company, they have a unique role that’s slightly different than a traditional executive who is part of the management team. Whether you’re looking for your first role as an NED or already have experience in this
Written by Emma Ford There are many benefits to this position including flexibility, authority and convenience. Here are the necessary elements of a non-exec agreement. Non-Exec Director Offers Wider Perspective Firms hire non-execs to offer an outsider vantage point. At times, internal executives can be too timid to offer contradictory viewpoints on corporate issues. A NED can offer a
