Good governance is at the heart of bridging the gap between the role of the football club in society and its role as a private business.”says The Chartered Institute of Governance UK & Ireland.

The clerking role is not given the weight it deserves because the term ‘clerk’ does not reflect the important governance work that they do, according to ICSA: The Chartered Governance Institute. The term ‘governance professional’ better reflects the important advisory and supporting role that they play and the DfE should introduce the mandatory requirement in law for academy trusts above a certain threshold to employ a qualified governance professional. Furthermore, the DfE should provide guidance to ensure the remuneration of a governance professional reflects the level of responsibility required to support the board with its many legal, regulatory, educational and ethical requirements.

Paul McCullagh, Company Secretary at Dublin-based Barclays Europe has been named Company Secretary of the Year by ICSA: The Chartered Governance Institute at the Institute’s 2020 Awards. Paul was recognised for his drive and commitment to ensure Barclays Europe is at the forefront of best practice corporate governance, something which has earned him the respect and confidence of the Board.

The winners of this year’s ICSA Awards were announced at a glittering awards dinner at the Park Lane Hilton in London last night. Hosted by comedian Simon Evans, the awards welcomed 670 of the UK’s leading governance professionals who were there to celebrate the achievements of those organisations, individuals and teams that are leading the way in good governance and corporate reporting.

Of interest to all involved in governance in the charity sector.

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ICSA: The Chartered Governance Institute has today released the findings of its review into the effectiveness of independent board evaluation in the UK listed sector. The review, which was carried out at the request of the Department of Business, Energy and Industrial Strategy (BEIS), assessed the quality of evaluations and has identified a number of ways in which board evaluation might be improved.

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.

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