West Africa Region
Stay up to date with what's happening in local governance and the wider governance community
Stay up to date with what's happening in local governance and the wider governance community
23 September 2021
The Chartered Governance Institute UK & Ireland has appointed Conn Cleary to the role of Regional Development Manager, Ireland. He succeeds John Burns who recently retired after several years in the position. Read more
23 September 2021
The Chartered Governance Institute UK & Ireland – Bailiwick of Guernsey Branch has today confirmed that Jim Roberts, Chief Executive of the Guernsey Community Foundation will speak at the Institute’s 2021 Annual Awards Dinner. Read more
16 September 2021
The Chartered Governance UK & Ireland has today published a white paper outlining how governance professionals can help charity boards to develop and embed a virtuous circle of good charity governance to further the charitable aims of the organisation and deliver positive change. Read more
14 September 2021
The Chartered Governance Institute UK & Ireland – Bailiwick of Guernsey branch has today confirmed that William Mason, Director General of the GFSC, will open the Institute’s annual conference with a speech about international regulatory governance. Mr Mason will discuss how international regulations are evolving and the potential impact of this on Guernsey. Read more
13 August 2021
The chief executive of The Chartered Governance Institute UK & Ireland (CGIUKI) has today called for greater appreciation of those working in health sector governance believing that their contribution to the NHS does not always get the acknowledgment that it deserves. Read more
22 July 2021
A new report out today from The Chartered Governance Institute UK & Ireland and the Centre for Synchronous Leadership has revealed that an attachment to power is causing British boards and executive committees to exclude more diverse candidates based on flawed selection processes and criteria. The report finds that the recruitment process is distorted by the assumption that those who do not resemble existing board and committee members are less ‘impressive’, which suggests that the word ‘impressive’ needs to be redefined. The report concludes that meaningful progress in terms of improving boardroom diversity can only be achieved if boards and executive committee members are willing to address ‘compulsive homogeneity’ and prioritise purpose over power. Read more
12 July 2021
On 8 July 2021, The Chartered Governance Institute UK & Ireland responded to the Department for Business, Energy and Industrial Strategy (BEIS) consultation on 'Restoring trust in audit and corporate governance'. Read more
02 July 2021
The Chartered Governance Institute UK & Ireland welcomes today’s announcement on the outcome of the review of the Code for Sports Governance. The Institute is proud to have played its role both in the review process and in supporting Sport England and UK Sport funded organisations via the Sports Governance Academy, which it established in 2020 to improve governance within the sport and physical activity sector. Read more
01 July 2021
According to a poll by The Chartered Governance Institute UK & Ireland and governance recruitment specialist The Core Partnership, 82% of company secretaries have seen their workloads increase since the start of the coronavirus pandemic, with 49% stating that their workloads have increased significantly. Despite this, the permanent headcount in secretariat teams has only increased for 24% of company secretarial departments, which suggests a shortfall in the volume of talent required to deliver for organisations. Read more
04 June 2021
A new report out today from The Chartered Governance Institute UK & Ireland and the Centre for Synchronous Leadership has revealed that many boardrooms have worryingly low levels of psychological safety and are avoiding important conversations that involve vulnerability or challenge. COVID-19 has made this behaviour even more of a liability. Unsurprisingly, the worst offenders are more likely to have poor chairing. However, both characteristics are strongly correlated with the extent to which boards and executive committees invest in team alignment. Read more