GovernWith Blog

GovernWith blog for Boards, Directors and Executives who want to develop their governance capabilities so they achive their strategic goals and mitigate risk

Are you assured of your Board Subcommittee's Effectiveness?

Why are contemporary Board Subcommittees so important?  

For many Boards, Subcommittees are where the bulk of the Board’s work actually takes place. Subcommittees enable a Board to ‘divide and conquer’ by distributing the detailed planning and oversight of each of the Board’s many responsibilities, across smaller groups of appropriately skilled members. While the collective responsibility for decision-making remains with the full Board, Subcommittees inform the Board through reporting and making recommendations in line with their remit.  

The number and type of Subcommittees depend on the tasks required, and their tenure may be short or long-term. Subcommittees must utilise the specific expertise of members, as well as others, including staff and/or external parties. Chairing Subcommittees provides valuable experience for members, which can be useful in succession planning for future Board leadership roles.  

Effective Subcommittees provide significant benefits to Boards, and the organisations they govern, through enabling the Board to make informed decisions and meet their many, varied governance and regulatory responsibilities. They play a key role in supporting Directors to be assured in their strategic and oversight roles for risk and compliance by providing analytical information that improves and optimises future governance decisions and performance.  

They also benefit members by providing them with the opportunity to utilise and extend their knowledge and understanding of specific aspects of governance as well as the organisation they are governing. Governance experts even advise that an accurate correlation for strong Board culture and performance is the effectiveness of a Board’s Subcommittees.  

Why the GovernWith Contemporary Governance Model for Subcommittees  

At GovernWith we understand it is essential to have contemporary Subcommittees to support our Boards and Executives ever changing and growing governance requirements.  

They play a key role in supporting Directors to be assured in their strategic and oversight roles for risk and compliance, by providing analytical and qualitative information that improves and optimises future governance decisions and performance.  

Subcommittee Plus Program:  

The types of Subcommittees covered in the GovernWith Subcommittee Plus Program are:  

  • Audit and Risk  
  • Finance 
  • Quality and Clinical Governance  
  • Remuneration and Nominations (may be called Governance) 
  • Community and Consumer Advisory Committee 

What do the Subcommittee Plus Programs Questionnaires Cover? 

Please see the following components of a Subcommittee's key functions that are covered in the questionnaires:  

  1. Subcommittee Purpose

GovernWith understands the importance of a Subcommittee's purpose stating clearly, from a high-level overview perspective in relation to a targeted area of Corporate and Sector Specific Governance roles and responsibilities.  

  1. Subcommittee Objectives (Roles & Responsibilities)

GovernWith understands that the Committee Objectives (Roles and Responsibilities, Instructions) must comply with its specific Government, Legislative, Risk, Quality, Safety, Corporate, ESG and Contemporary Governance requirements therefore this part of the questionnaire reflects each individual Subcommittees specific requirements.  

For example: If the Subcommittee being reviewed was a Finance and Audit Committee in the Health Sector the questions would reflect the functions of this committee that are determined by and must comply with:    

  • The Standing Directions 2018 (Under Financial Management Act 1994), and  
  • The Health Services Act 1988 which requires public hospitals under Section 33(2) (j) - to establish the following committees— (i) a Finance Committee, an Audit Committee and a Quality and Safety Committee  
  • Other relevant legislation and frameworks  

The questionnaires would also reflect GovernWith's Corporate, ESG, Contemporary and Leadership and Learning Styles Governance requirements based on 12 years of GovernWith Governance Data Insights.  

  1. Subcommittee Membership

GovernWith understands that to achieve its objectives, the Subcommittee Membership, both internal and external, must have the right capabilities through contextual skills, qualifications and experience relating to the specific Government, Legislative, Risk, Quality Safety, Corporate, Contemporary, ESG, Leadership and Learning Styles Governance requirements.  

This part of the questionnaire reflects the governance skills and attributes required relevant to the specific Sector.  

  1. GovernWith also has key questions in the Subcommittee Review about the following areas in the context of the type of Organisation, Subcommittee and its Corporate, Sector specific, ESG, Contemporary, Leadership and Learning Styles Governance requirements, in relation to but not limited to: 
  • Subcommittee Authority 
  • Subcommittee Chair Role, Membership Responsibilities and Capabilities  
  • Subcommittee Meeting process  
  • Subcommittee Reporting process to the Board 
  • Term of Appointment 
  • Remuneration (if required) 
  • Evaluation of Committee Performance and evaluation of Terms of Reference 

A contemporary contextual Terms of Reference is no longer enough to have a high functioning Subcommittee. GovernWith recognise and support that it’s also important to have a membership that functions well through being well led, having relevant skills, experience, qualifications and behaviours, are diligent, inclusive and have enquiring minds and are happy to ask respectful challenging questions.  
The Subcommittee Plus Program and subsequent next steps will support governing bodies to be confident that the Subcommittee structure is contemporary, effective and efficient, that there is transparency of information and accountability of actions to inform good decision making and governance.  

Contemporary Governance 

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The Boardroom Bystander Effect

The Boardroom Bystander Effect

Coming out of the 2023 GovernWith Contemporary Governance Risks Whitepaper, there was an interesting phenomenon we saw trending through the data. The data collected had more than 2,000 individual contributions across both the Board Governance Review and the Director Skills Matrix. These two assessments meet two different criteria and require different “context hats” worn when completing them. The Board Governance Review is answered by an individual’s gauge, or evaluation, of how assured the board is that the whole organisation (board and executive included) are delivering on their Corporate, Sector Specific and Contemporary Governance roles and responsibilities. The Director Skills Matrix is answered by an individual considering their own understanding, qualifications and experience in relation to their Sector, Professional and Contemporary skills, measuring their level of capability.
While not entirely reflective of the psychological definition “an individual being less likely to help a person in need while in the presence of others”, the core message that bystanders often assume someone else will step in, is what we want to highlight. 

The diffusion of responsibility, particularly in contemporary governance issues, was demonstrated when comparing an individual’s view of the organisation’s capacity overall - often being quite positive, yet individually most in these same areas indicated their own capabilities were foundational. This emphasises, and gives evidence to, an attitude of pluralistic ignorance where boards may not have the ability to recognise or ask the right questions around trends and issues, if each of them is expecting another to have the educated knowledge and experience to be the voice in those areas.  
If a board has reflected in the Governance Review that the organisation are highly proficient in a particular area, but the group results of the individual skills matrix indicate most directors are foundational in their own capabilities - these results don’t align and give urgency to the risks and impact of bystander thinking. 

What a fantastic opportunity we have through this data in how we can individually reflect and respond. Shown through centuries of evolution and human behaviour we witness the ultimate benefits of being altruistic, curious and community serving. It’s up to each of us to make having an educated foundation for our thinking important, and to show initiative in seeking out that self development. These human centric trends and issues we see at the forefront of governance now are everybody’s responsibility. For a board, executive and whole organisation to be its most capable and sustainable, every member needs to be a participator in their ongoing development, training and preparation in contributing to these conversations. In 2024 our goal at GovernWith is to ignite and support proactive participation, leaving bystander apathy behind in 2023. 

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Director Risk without a Response Plan

Director Risk without a Response Plan

Evolving Directors' Roles in the Face of Cybersecurity Challenges

In the dynamic realm of contemporary business, where digitalisation is paramount, directors find themselves grappling with intricate decisions and unforeseen obstacles. Cybersecurity, once a distant concern, has now emerged as a pressing threat capable of disrupting an organisation's core functions. The pivotal question arises: Are directors accountable for the aftermath of a cyber attack if they lack a proactive incident response plan?

Director Risk without a Response Plan Snippet


Grasping the Concept of Foreseeable Risk

The notion of foreseeable risk delves into directors' responsibilities concerning cybersecurity readiness. Through a dialogue led by Wes Ward, the significance of conceivable risk is explored, shedding light on potential consequences directors might encounter without a robust incident response plan. Vera Visevic navigates this complex terrain, drawing parallels with unforeseen events such as the pandemic, and discussing the legal framework that seeks to strike a balance between understanding business challenges and prioritising preparedness.

Directors' Duties and Navigating Foreseeable Risks

The legal landscape acknowledges the intricacies of steering an organisation and aims to harmonise accountability with practicality. While unexpected events might temporarily exempt directors from immediate liability, the scenario shifts when it comes to risks that are increasingly foreseeable. Much like the pandemic underscored the need for readiness, the ascent of cyber attacks and environmental disruptions demands proactive involvement from directors. The law underscores that reasonable individuals would acknowledge the mounting frequency of cyber threats and environmental disturbances, necessitating discussions, assessments, and protective measures.

From News Headlines to Boardroom Agendas

Media outlets are rife with narratives of cyber attacks, underscoring the urgency of cybersecurity dialogues at the upper echelons of governance. Vera aptly highlights that ignoring the evident threat is no longer viable. With cyber security incidents dominating headlines, directors can no longer feign ignorance of the impending danger. Similar to the impacts of climate change on communities worldwide, cyber attacks are influencing organisations across industries. Directors must accept the duty of identifying and addressing these trends that have the potential to reshape business landscapes.

The Call for Proactive Responses

The interaction between Wes and Vera underscores that foresight entails responsibility. In the same manner that prudence dictates actions in response to foreseeable natural calamities, the same applies to cyber security. Boards are entrusted with addressing evolving risks that can disrupt operations, compromise data integrity, and tarnish reputations. An organisation's sustainability hinges on its leadership's ability to anticipate and counter risks proactively. The legal framework acknowledges that directors shoulder the obligation to their organisation, stakeholders, and the broader community to engage in informed dialogues and strategic planning that mitigate cyber threats.

A New Governance Paradigm

The convergence of technology, cyber security, and environmental challenges has ushered in a novel governance paradigm. Directors are no longer insulated from these pressing concerns; they are called upon to lead with a comprehensive grasp of foreseeable risks. The concept of conceivable risk acts as a compass, guiding directors toward proactive preparedness. As organisations navigate the complexities of the contemporary business landscape, the onus rests on directors to partake in ongoing discussions, evaluate evolving risks, and implement measures that shield their entities from the multifaceted threats that envelop them.

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Climate Resilience Strategies

Climate Resilience Strategies

Climate Resilience Strategies: Navigating Climate Risk and Enhancing Governance

In an age marked by climate volatility and economic shifts, organisations are under growing pressure to strengthen their climate resilience strategies. In a candid conversation among Wes Ward, Neil Plummer, and Fi Mercer, a wealth of insights emerged on how to fortify an organisation's climate resilience amid a backdrop of uncertainties. Let's delve into the key strategies discussed in this enlightening conversation, while also highlighting relevant LSI keywords related to climate, resilience, strategies, climate risk, and governance.

Resilience Strategies Snippet


Decoupling from the Grid: Sustainable Climate Resilience Strategies

One of the initial strategies that surfaced in the discussion was the concept of decoupling from the grid, which stands as a sustainable climate resilience strategy. Wes Ward emphasised the importance of reducing exposure to volatile energy prices by investing in renewable infrastructure. This forward-thinking approach involves incorporating solar, wind, or other sustainable modes to power an organisation. As the grid progressively shifts towards renewable sources, such as electricity, the transition becomes not just an environmentally conscious choice but also a financially prudent one—addressing both climate risk and financial stability.

Neil Plummer reinforced this idea by highlighting the grid's increasing focus on renewables over fossil fuels like coal and gas. He urged organisations to consider transitioning to electric power sources and even implementing solar panels and batteries to further reduce financial risk exposure. This dual approach not only promotes sustainability but also shields organisations from energy market fluctuations—aligning climate resilience with economic stability.

Flood Resilience: A Governance Approach to Climate Resilience

The conversation delved into the importance of flood resilience, particularly concerning mental health facilities—a critical aspect of climate resilience. Fi Mercer stressed the significance of governance discussions at the board level, emphasising that the approach should be from a governance perspective rather than executive execution—a governance-driven strategy for climate resilience.

To foster climate resilience in the face of flood-related challenges, organisations should consider the following governance approaches:

  1. Integration of Board Subcommittees for Climate Resilience: Mercer recommended the integration of board subcommittees, including finance, risk, audit, sustainability, and quality committees, to address climate resilience comprehensively. These committees should collaborate to discuss complex topics like flood resilience, as it often involves resource reallocation that requires a strong rationale—strengthening climate resilience through governance.
  2. Climate Risk Partnerships: The discussion raised the vital question of responsibility for post-flood recovery. Partnerships play a critical role in addressing this aspect of climate resilience. Organisations need to establish clear partnerships and delineate responsibilities for both emergency response and follow-up activities—climate risk governance in action.

Capital Works Programs: Balancing Infrastructure and Climate Risk Governance

In the context of capital works programs, Neil Plummer highlighted the importance of considering climate risk exposure—a pivotal aspect of climate risk governance. As organisations, particularly in the education sector, plan new campuses or upgrade facilities, they must account for both the immediate expenses and long-term climate risks associated with infrastructure decisions.

Key considerations for managing climate risk through capital works programs include:

  1. Climate Risk Assessment: Organisations should conduct a comprehensive climate risk assessment to understand their current risk exposure and identify potential areas of vulnerability—a fundamental step in climate risk governance.
  2. Climate Risk Mitigation Strategies: Mitigating climate risk may involve relocating facilities in climate-vulnerable areas or implementing adaptive measures to withstand environmental challenges—a proactive approach to climate risk governance.
  3. Future-Focused Climate Resilience Planning: With climate change increasing the frequency and severity of environmental events, organisations must adopt future-focused climate resilience planning that anticipates evolving climate risks—a critical aspect of climate risk governance.

Conclusion: Elevating Climate Resilience Through Governance and Sustainable Strategies

In an era defined by climate uncertainties, building climate resilience is not just a strategy; it's an imperative. The insights shared in this conversation underscore the importance of proactive strategies, such as decoupling from the grid, climate resilience through governance, and climate risk-aware capital works programs. By embracing these approaches, organisations can chart a path towards a more sustainable, climate-resilient future—one that withstands the challenges of today and prepares for those of tomorrow, aligning climate resilience with sound governance and sustainable strategies.

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Director Development

Director Development

Navigating the Evolving Landscape of Director Development

In the ever-evolving world of corporate governance, director development has taken on new dimensions. The complexities of modern governance, including emerging issues like ESG (Environmental, Social, and Governance) and the omnipresent concern of cybersecurity, have transformed the landscape for board members across the country. In this article, we'll explore the challenges and opportunities directors face in staying ahead of the curve and how continuous learning has become an indispensable part of the director's journey through the Director Lifecycle From Recruitment to Retirement.

Director Development Snippet


The Complex Life of a Director

To say that the life of a director has become more complex would be an understatement. Directors today grapple with a multitude of challenges that demand their attention and expertise. Among these challenges, several stand out prominently:

  1. ESG Issues: Environmental, Social, and Governance issues have taken centre stage in corporate governance discussions. Boards are increasingly expected to address sustainability concerns, ethical practices, and social impact, all while ensuring strong governance practices.
  2. Cybersecurity: In an era of digital transformation, cybersecurity has become a paramount concern. Boards find themselves immersed in discussions about data breaches, privacy, and safeguarding their organisations against cyber threats.
  3. Human Resources: The war for talent rages on, intensifying the focus on human resources. Directors are tasked with strategic workforce planning, talent acquisition, and employee engagement to stay competitive.
  4. Continuous Learning: Perhaps the most profound change is the recognition that even the most accomplished directors must remain humble enough to acknowledge that they are always learning. The pace of change is unprecedented, and what was considered cutting-edge knowledge just a few years ago may now be outdated.

The Pursuit of Knowledge: An Ongoing Journey through the Director Lifecycle

Directors, often individuals with extensive experience and high levels of expertise, face a unique challenge. They must balance their well-earned confidence with the humility to acknowledge that they must continue learning. In an era where information and best practices rapidly evolve, embracing continual education is not just advantageous; it's essential for the Director Lifecycle From Recruitment to Retirement.

Adapting to Emerging Knowledge

The dynamic nature of governance means that directors need to adapt to emerging knowledge continually. Take, for instance, the realm of climate change. What directors understood about this topic three years ago is likely insufficient today. Staying current with emerging areas of consideration is crucial for successful director development.

Two Dimensions of Continuous Education

Directors seeking to thrive in this evolving landscape must engage in two dimensions of continuous education:

  1. Technical Knowledge: Keeping up with the latest developments in areas like ESG and cybersecurity requires directors to stay informed. Engaging in workshops, seminars, and industry-specific courses can help them develop the technical knowledge needed to address these issues effectively within the Director Lifecycle.
  2. Adaptive Leadership: Beyond technical know-how, directors must nurture their adaptive leadership skills. This involves cultivating the ability to navigate uncertainty, foster innovation, and lead their organisations through periods of transformation within the Director Lifecycle.


The life of a director has become increasingly intricate, marked by a constant need to adapt and learn throughout the Director Lifecycle From Recruitment to Retirement. ESG, cybersecurity, human resources, and the ever-changing corporate landscape demand directors who are not only knowledgeable but also agile in their leadership.

To excel in this environment, directors must embrace a culture of continuous education. It's a journey that requires humility, curiosity, and a commitment to staying at the forefront of governance practices within the Director Lifecycle. As the pace of change shows no sign of slowing, the directors who thrive will be those who recognise that the pursuit of knowledge is a lifelong endeavour in director development.

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Planning Recruitment

Planning Recruitment

Evolving Director Recruitment and Promoting Diversity in the Director Lifecycle

In the realm of board governance and the director lifecycle, the process of director recruitment has witnessed a significant transformation. This article explores the changing landscape of board recruitment, emphasising diversity and the role of professional recruitment firms. Discover how planning, governance, and embracing diversity are shaping the Director Lifecycle from Recruitment to Retirement.

Planning Recruitment Snippet


Transforming the Director Lifecycle

The Director Lifecycle, from recruitment to retirement, is undergoing a shift in paradigms, particularly in the realm of director recruitment. Fi Mercer and Megan Motto, experts in board governance, highlight the changing dynamics:

1. Progress in Professionalism

Director recruitment has evolved into a more professional process. Organisations recognise the importance of bringing skilled and diverse individuals into their boards, emphasising the need for professionalism.

2. Breaking the Boys Club

Traditional practices, often characterised by a "boys club" mentality, are gradually fading away. The emphasis is on promoting gender diversity and inclusivity in the director selection process.

3. Beyond Gender Diversity

Diversity in the boardroom goes beyond gender. It encompasses individuals from various nationalities, with diverse skill sets, tenures, and perspectives. This diversity enriches decision-making and strategic planning.

4. The Role of Professional Recruitment Firms

Organisations are increasingly turning to professional recruitment firms to elevate the director recruitment process. This shift aligns with the goal of ensuring a comprehensive and unbiased approach.

Why Professional Recruitment Matters

  • Extensive Networks: Professional recruitment firms boast extensive networks that extend beyond personal connections, broadening the candidate pool for director positions.
  • Scope Clarity: These firms help organisations define the scope of their director recruitment, identifying specific skills, experiences, and attributes required for the role.
  • Rigorous Assessment: Professional firms introduce rigour and objectivity, challenging assumptions, and ensuring well-considered selection criteria.
  • Diversity Promotion: By widening the candidate search and advocating for diversity, professional recruitment firms contribute to more inclusive and enriched boardrooms.

In conclusion, the Director Lifecycle, spanning recruitment to retirement, is undergoing a profound transformation with a renewed focus on planning, governance, and diversity. While personal networks remain relevant, there's a growing realisation that fresh perspectives and diverse skill sets are essential in the boardroom. Professional recruitment firms are invaluable partners in this journey, helping organisations find directors who can shape their futures. It's time to invest the same level of attention and rigour in director recruitment as we do for other critical roles within our organisations. Embracing diversity and professionalism ensures a robust Director Lifecycle that propels organisations toward success.

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Reasonable Response - Directors and Cyber Security

Reasonable Response - Directors and Cyber Security

Strengthening Directorial Response to Cybersecurity Challenges: Strategies for Effective Governance

In today's interconnected world, cyber attacks pose a significant threat, propelling boards of directors into a pivotal role in fortifying their organisations against unprecedented risks. With cyber threats intensifying, boards must reshape their governance strategies. Fi Mercer, a governance expert, presents a pragmatic roadmap to steer boards toward proactive and comprehensive cybersecurity governance.

Reasonable Response Snippet


Adapting to the New Reality

As the cyber threat landscape expands, boards must swiftly adapt their governance approach. Mercer underscores the need for a structured and proactive response, commencing with the acknowledgement of cyber security as a foremost risk. Mercer addresses the financial constraints that some organisations face and suggests alternative methods to ensure cyber security receives due attention.

Empowering the Risk Committee

One potent approach Mercer advocates is the integration of cyber security within the risk committee's agenda. This involves enlisting a cyber security expert as part of the committee, fostering informed risk assessment and mitigation strategies. This synergy not only introduces specialised insights but also bridges the gap between cybersecurity considerations and holistic risk management.

Elevating Cybersecurity on the Board Agenda

Mercer underscores the importance of assigning cyber security a permanent slot on the board's agenda. Similar to pivotal subjects like healthcare's clinical governance or customer feedback, cyber security deserves dedicated deliberation time. This practice prevents essential matters from being overlooked and reinforces the board's commitment to addressing cyber risks.

The Role of a Dedicated Cyber Subcommittee

For larger entities with adequate resources, Mercer recommends establishing a specialised cyber subcommittee. This targeted body delves deep into cybersecurity strategies, ensuring the board remains abreast of evolving threats and effective countermeasures. This proactive stance ensures that cyber security remains at the forefront of discussions rather than an afterthought.

Collaborative Solutions in Resource-Constrained Areas

Mercer's insights extend beyond conventional organisational boundaries. In regional, rural, and even suburban settings, where resources might be scarce, she advocates exploring shared committees. Drawing inspiration from models like clinical governance, Mercer encourages collaborating with diverse organisations to pool expertise and resources. By acknowledging the cross-industry nature of cyber threats, boards can unite efforts against these risks.

The Universality of Cybersecurity Risk

One of Mercer's notable insights is that cyber security threats transcend sectors and industries. This universal nature of the challenge creates opportunities for cross-industry cooperation. Mercer suggests that regardless of primary focus, organisations can form alliances, fostering information exchange and cooperative strategies to combat cyber threats.

A Local Focus on Solutions

As Wes Ward aptly highlights, Mercer's suggestions champion local engagement and shared resources. In a world shaped by technology, Mercer's community-driven approach fortifies cyber security from the grassroots level. Local collaboration guarantees that each organisation gains access to vital expertise, fostering resilience against cyber threats.

In Conclusion

As the digital landscape grows intricate and vulnerable, boards of directors shoulder a weighty responsibility. Fi Mercer's expertise guides directors through uncharted waters, promoting prudent and effective governance. By weaving cybersecurity into the fabric of governance, boards can proactively address cyber threats and bolster their organisations against the dynamic risk landscape.

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Collaborating On Climate

Collaborating On Climate

Collaborating On Climate: Uniting Governance and Boards for Effective Climate Solutions

As the effects of climate change intensify, the imperative for collaborative efforts across sectors, including governance and boards, has grown exponentially. Collaboration isn't just an option; it's an essential strategy to tackle the multifaceted challenges posed by a shifting climate. In this article, we delve into the importance of collaboration in addressing climate change, its implications for governance and boards, and strategies to cultivate effective collaboration.

Collaborating On Climate Snippet


Understanding the Essence of Climate Collaboration:

Climate collaboration embodies the collective, coordinated endeavours of individuals, organisations, governments, and institutions to confront climate change and its associated threats. The intricate nature of climate challenges necessitates a unified, cross-boundary approach. Collaborative ventures allow for the pooling of resources, knowledge, and expertise to develop groundbreaking solutions, share exemplary practices, and ensure the creation of a sustainable future.

The Pivotal Role of Governance and Boards:

Governance bodies and boards bear a pivotal responsibility in climate collaboration. They shape policies, make strategic choices, and oversee organisational operations. Their decisions wield substantial influence over an organisation's response to climate-related risks and opportunities. Engaging boards in climate collaboration isn't just about risk mitigation; it's also about steering sustainable growth and resilience.

Unpacking the Implications for Governance and Boards:

  1. Strategic Fusion: Climate considerations must be seamlessly integrated into an organisation's strategic planning. Boards must comprehend the intricate interplay between climate risks and the broader business strategy. Collaborative efforts empower boards to remain attuned to evolving climate trends, align decisions with long-term sustainability goals, and stay ahead of the curve.
  2. Mitigating Risk: Climate collaboration empowers boards to discern and evaluate climate-related risks. Through collaboration with experts hailing from diverse sectors, boards can glean insights into emerging risks and implement effective risk mitigation strategies. This collaborative approach ensures a holistic comprehension of potential impacts and facilitates informed decision-making.
  3. Fostering Innovation and Adaptation: Collaboration drives innovation by facilitating the exchange of concepts, technologies, and solutions. Boards can play a pivotal role by supporting research, development, and implementation of eco-friendly technologies. Collaboration with industry peers and experts expedites the adoption of innovative practices.
  4. Engaging Stakeholders: Collaborative ventures create platforms for engaging stakeholders, including employees, customers, investors, and communities. Boards can leverage collaboration to enhance transparency, effectively communicate climate-related actions, and address stakeholder concerns adeptly.

Strategies to Foster Effective Climate Collaboration:

  1. Multi-Stakeholder Alliances: Engage an array of stakeholders encompassing governments, businesses, NGOs, academia, and communities. Collaboration across diverse sectors brings forth multifaceted perspectives and resources, thereby enhancing the efficacy of climate initiatives.
  2. Shared Data and Knowledge Exchange: Foster an ethos of transparent data sharing and knowledge exchange. Effective collaboration hinges upon access to precise, up-to-date information, which serves as the bedrock for informed decision-making.
  3. Articulate Objectives Clearly: Define precise, measurable goals for climate collaboration endeavours. Setting specific objectives enables boards to track progress meticulously and allocate resources optimally.
  4. Inter-Sectoral Workshops and Forums: Curate workshops, forums, and conferences that draw participants from diverse sectors. Such platforms facilitate networking, exchange of ideas, and joint project ideation, nurturing the collaborative spirit.
  5. Nurturing Board Expertise: Ensure that boards boast members armed with pertinent expertise in climate science, environmental policy, and sustainability. This expertise heightens decision-making quality and fosters effective climate collaboration.
  6. Long-Term Dedication: Climate collaboration necessitates unwavering commitment. Boards must accord priority to sustainability on their agendas, recognising the perpetual nature of climate challenges.

In summation, embracing collaborative efforts to combat climate change is not merely an option—it's a call to action for governance bodies and boards to usher in sustainable change. As climate change presents intricate challenges, collaboration emerges as a potent strategy to pool resources, share insights, and devise inventive solutions. Engaging in collaborative pursuits empowers governance bodies to make informed choices, mitigate risks, drive innovation, and pave the way for a resilient future. By embracing the ethos of climate collaboration, governance and boards can navigate the complexities of climate change and contribute to a world marked by sustainability and prosperity.

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Planning Director Recruitment

Planning Director Recruitment

The Board Lifecycle: From Recruitment to Retirement

In the domain of governance and board directorship, meticulous planning plays a pivotal role throughout the entire board lifecycle. It's an aspect often underestimated as organisations hurriedly proceed with board member recruitment. However, it serves as the foundation for constructing successful boards and nurturing the professional growth of individual directors. In this article, we'll delve into the board lifecycle, covering the essential phases from recruitment to retirement, and underscore the importance of methodical planning.

Planning Director Recruitment Snippet


The Director's Journey: From Recruitment to Retirement

Directors' journeys within boards, spanning various sectors including healthcare, aged care, human services, education, and communities, can be likened to a meticulously orchestrated symphony. Each phase of this lifecycle, from recruitment to retirement, demands coherent planning and execution.

1. Recruitment Phase:

  • Planning for Board Roles: Board member recruitment commences with strategic planning. Organisations need to carefully outline the skills, behaviours, and governance attributes they seek in potential directors.
  • Network Building: Networking serves as the prelude to directorship. Aspiring directors should proactively cultivate relationships within their sector.
  • Identifying Suitable Boards: A crucial note at the outset is identifying boards that align with an individual director's skills and aspirations.

2. Development Phase:

  • Skill Enhancement: Directors must embark on a continuous journey of skill development. This entails acquiring knowledge relevant to their sector and staying updated with governance trends.
  • Strategic Alignment: Aligning personal expertise with an organisation's strategic objectives is vital. This alignment ensures directors contribute effectively.

3. Contribution Phase:

  • Navigating Change: The director's role evolves as organisations face disruptions. Directors should adeptly navigate change, implementing innovative strategies.
  • Governance Excellence: Upholding governance best practices remains a constant. Directors must maintain high governance standards throughout their tenure.

4. Retirement Phase:

  • Succession Planning: As directors near retirement, succession planning comes into play. Organisations should plan for smooth transitions to fill vacant board positions.
  • Mentoring Future Directors: Retired directors can play a mentoring role, guiding the next generation of board members.

In conclusion, the board lifecycle, from recruitment to retirement, resembles a meticulously composed symphony that demands careful planning at each phase. Aspiring directors must plan for their roles, build networks, and continuously develop their skills. Organisations, in turn, must strategise for recruitment, nurture directors' growth, and ensure seamless transitions upon retirement. By prioritising planning and governance throughout the board lifecycle, both individuals and boards contribute significantly to the success and sustainability of organisations.

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The Director Lifecycle

The Director Lifecycle

Director Recruitment Cycle - The Director Lifecycle

In the world of corporate governance, directors hold a pivotal role, requiring meticulous adherence to best practices and a continuous commitment to personal and professional development. It goes beyond fulfilling corporate governance duties; it involves self-assessment and growth. In this article, we will delve into the Director's Lifecycle, a crucial facet of board governance, drawing insights from Fi Mercer, an authority in this field.

Director Lifecycle Snippet


1. Planning: The Cornerstone of Directorship

The director's journey commences with thoughtful planning. Prior to stepping into the boardroom, one must possess a clear grasp of the organisation's mission, values, and objectives. This phase necessitates the identification of skills and expertise essential for effective board contribution, aligning personal aspirations with the organisation's vision.

2. Recruitment: Selecting the Perfect Fit

The recruitment of directors stands as a pivotal step in building a high-performing board. Boards must meticulously pinpoint individuals possessing not only the requisite skills but also a resonance with the organisation's core values and goals. The recruitment process should be rigorous, transparent, and impartial, fostering both board diversity and competence.

3. Induction: The Onboarding Experience

Induction acts as the bridge connecting planning to effective directorship. New directors must engage in a comprehensive onboarding process, acquainting themselves with the organisation's culture, policies, and governance structures. It's an opportunity to grasp the board's expectations and the roles they are set to undertake.

4. Development: Continuous Growth

Astute directors acknowledge that learning is an ongoing voyage. Development entails refining existing skills, acquiring new ones, and staying attuned to emerging trends. Organisations must offer directors opportunities to partake in training sessions, workshops, and conferences that augment their governance proficiencies.

5. Mentorship: Guiding Lights

Mentorship occupies a pivotal role in the Director's Lifecycle. Experienced directors provide invaluable guidance to those in the nascent stages of their journey. Mentorship programs facilitate knowledge transfer, cultivate leadership abilities, and establish a platform for candid discussions and issue resolution.

6. Retirement: A Graceful Transition

Every directorship carries a finite tenure, and retirement is an inevitable phase. Retirement planning should commence well in advance to ensure a seamless handover. Departing directors should contribute to identifying their successors and transmitting their wisdom to maintain board continuity and effectiveness.


The Director's Lifecycle is an all-encompassing framework guiding individuals through their boardroom governance journey. It encompasses planning, recruitment, induction, development, mentorship, and retirement, all of which are indispensable to becoming a proficient and responsible director.

Boards and directors alike must recognise the significance of each phase and invest in them. Focusing solely on corporate responsibilities is insufficient; personal growth and development are equally vital. By adhering to this lifecycle, boards can guarantee that they fulfil not only their governance obligations but also nurture a pool of adept and dedicated directors, steering their organisations towards triumph.

In the ever-evolving landscape of boardrooms, the Director's Lifecycle serves as the compass, keeping directors on track, empowering them to adeptly navigate the challenges and opportunities of board governance. Whether you are a seasoned director or embarking on your directorial journey, remember that the Director's Lifecycle is your blueprint for excellence in boardroom leadership.

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The Cost of Cyber Attacks

The Cost of Cyber Attacks

Counting the Costs of Cyber Attacks: Implications for Businesses and Individuals

In an interconnected world, the threat of cyber attacks looms large, reaching beyond physical boundaries to disrupt businesses and personal lives. Delving into this complex landscape, Jonathan Green unveils the weighty price tags and profound consequences that cyber attacks wield, extending far beyond financial ramifications. In this article, we dissect the multifaceted dimensions of cyber attack costs, exploring their ramifications on Australian businesses, individuals, and the often-overlooked not-for-profit sector.

The Cost of Cyber Attacks Snippet


A Global Outlook on Costs:

The world of cyber attacks bears a hefty financial burden, resonating in monetary and personal dimensions. Globally, the toll is staggering, hovering at an astounding 7 trillion dollars. While Australia constitutes a smaller fraction of this global picture, it remains susceptible. The financial burden on Australian businesses paints a telling picture, with costs soaring to an astounding 29 billion dollars. These numbers spotlight the gravity of the issue, underscoring the infiltration of cyber attacks into the modern societal fabric.

Personal Lives at Stake:

Beneath the ledger entries and balance sheets, the ripple effects of cyber attacks plunge into individual lives. The exposure of personal information triggers a domino effect of consequences that transcend the virtual realm. Jonathan Green shares narratives of individuals ensnared in the aftermath of a cyber attack. The arduous journey of unravelling the stolen information's web can span years, inflicting a substantial toll on personal well-being. This underscores that the costs associated with cyber attacks extend beyond the financial, encompassing emotional, psychological, and social domains.

Not-for-Profits in the Firing Line:

The crosshairs of cyber attacks reach beyond corporate giants to include not-for-profit organisations. Often operating with limited resources, they are not immune to the threat. While their incidents might not make headlines, their significance remains unwavering. The distinguishing factor lies in the response to these threats. Some exhibit adept crisis management and containment tactics, while others grapple with the aftermath of unpreparedness.

A Cry for Comprehensive Preparedness:

The narrative of cyber attack costs underscores the urgency of holistic readiness across the spectrum. Irrespective of scale—whether colossal conglomerate, modest enterprise, or not-for-profit—the peril is palpable and demands proactive measures. While financial implications are apparent, the impact on individual lives cannot be underestimated. Businesses and entities shoulder the responsibility to bolster their defences, not just for their interests but to shield the personal lives entwined with their operations.

Navigating Tomorrow:

As technology advances, so do the methods and scale of cyber attacks. The battle against these threats rages on, requiring vigilance, adaptability, and an unwavering commitment to growth. The costs reaffirm the value of investing in cybersecurity measures, cultivating a culture of readiness, and staying attuned to emerging threats. Ultimately, the ever-evolving realm of cyber attacks mandates a proactive stance—one that acknowledges the costs, anticipates risks, and champions a digitally secure future for businesses, individuals, and the broader community.

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