Advertisements
 

IoD Oxfordshire – Have you got what it takes to be a NED?

November 23, 2015

IoD Oxfordshire Directors’ Briefing with David Doughty at Blenheim Palace.

David DoughtyLocation: Blenheim Palace

Date: 10 February 2016

Time: 07:30 – 09:30

Prices shown exclude VAT unless otherwise stated.
  • Member price
    £30.00 + VAT
  • Non-member price
    £36.00 + VAT

If you have ever wanted to find out more about the opportunities offered by taking up a Non-Executive Director position, as well as how to find one and whether you’d be suited to the role – now’s your chance!  David Doughty – a Chartered Director and CEO of Excellencia – will give you the highlights in a lively breakfast session at Blenheim Palace.

David has a wealth of experience from his current role as CEO of Excellencia

  • working with boards and their directors to help them to be more effective
  • to his time as Chief Executive of the Oxfordshire Economic Partnership.

This breakfast session is an opportunity to explore the realities of NED positions, deal with a few myths about the status of NEDs and see how you would respond to some typical scenarios, were you to be a NED on a company’s board.

It will surely make for a fascinating start to the day!

CPDThis event qualifies for 1.5 CPD hours.

Location


Hosted by: IoD Oxfordshire

Advertisements

The Effective NHS Non-Executive Director – Oxford 16 July 2013

June 26, 2013

The effective NHS Non-Executive Director is an interactive one-day course specifically designed for aspiring, newly appointed and serving Non-Executive Directors of NHS Trusts and NHS provider organisations including Social Enterprises

NHS non-executive director

The course provides an essential grounding in corporate governance in the context of the NHS and wider healthcare provision during a period of great change.

In order to be effective members of an NHS or healthcare provider board, Non-Executive Directors need to fully understand their roles and responsibilities particularly with respect to the identification and management of risk, accountability, oversight, assurance and governance.

Recent high profile incidents such as Mid Staffordshire and Winterbourne View have thrown into the spotlight the important role that Non-Executive Directors have in ensuring that the needs of patients and service users are met in a safe, clinical environment. Using appropriate case studies, the course explores ways in which Non-Executive Directors can address these often sensitive and sometimes uncomfortable issues.

The course covers:

  • the role of the Non-Executive Director in healthcare
  • Directors’ duties and liabilities
  • the NED skill-set & Case Studies
  • Securing a NED position in healthcare

Who should attend?

Individuals who are aspiring, newly appointed or serving Non-Executive Directors of NHS Trusts and NHS provider organisations including Social Enterprises.

What to expect?

  • Clarifies the roles and responsibilities of a non-executive director on an NHS or NHS provider board
  • Provides practical guidance on how to address the particular challenges of governance in a healthcare context

Course objectives

Participation on this course will provide you with the knowledge to:

  • understand corporate and clinical governance in the current healthcare environment
  • be effective in your role as a Non-Executive Director in healthcare
  • demonstrate the fundamental concepts, principles and practices of good governance
  • learn from recent corporate governance failures to improve the effectiveness of your board
  • confidently discharge your legal and fiduciary duties as a Non-Executive Director

Course Leader: David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private, public and voluntary sectors including the NHS. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here: (http://uk.linkedin.com/in/daviddoughty)

Key Details
Duration: 1 day
Location:

Advanced Business Solutions
5G Milton Park
Abingdon, Oxon
OX14 4RYPrice:
£260.00 (ex VAT)Payment with Booking Price:
£247.00 (ex VAT)NEDworks Tier1 Member Price:
£234.00 (ex VAT)Book Now
To see course dates and to book your place now follow this link:
Course Registration

The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6 CPD hours of structured learning

Courses can be delivered ‘in-house’ to a group of Non-Executive Directors – to find out more contact courses@excellencia.co.uk or call 01865 350345

How to become a Non-Executive Director – Bristol 15 July 2013

June 26, 2013

Are you thinking of becoming a Non-Executive Director as part of a Portfolio Career or to develop your boardroom skills prior to taking up an executive director role?

How to become a Non-Executive Director

Join us on Monday, July 15 2013 to find out how you can become a Non-Executive Director

“Unlike many courses I have attended in the past, How to become a Non-Executive Director went beyond just the technical aspects of being a ‘Non-Exec’, and reflected on the differences in the approach required compared to being an Exec Director.
It allows you to make a fully informed decision on whether a Non Exec role is right for you, and if it is, how to go about finding opportunities.
An invaluable day of learning!”

Alastair Lewis Director at Smaointe Ltd

The How to become a Non-Executive Director course helps you to plan and prepare for your first NED position. It instils a real sense of what is expected of NEDs, and how you can meet the challenge.

This one-day interactive course is aimed at aspiring NEDs and covers essential knowledge about roles, responsibilities, strategy and corporate governance that are key foundations for a Non-Executive board role. It also considers up to date thinking on corporate governance and the responsibilities of owners, the board and employees.

This is followed by practical sessions on identifying NED opportunities, the process of obtaining a first appointment and performing due diligence before any position is accepted. There is emphasis on the importance of presenting your experiences with clarity and relevance.

This course identifies the various ways and circumstances in which non-executive directors can make an effective contribution to a board’s work. It also examines methods for their selection and reviews their motivation, induction and reward.

Who should attend?
Individuals who are currently a non-executive director; those seeking appointment as a non-executive director and those looking to appoint a non-executive director.

What to expect?

  • Clarifies how and why non-executive directors can strengthen a board
  • Provides practical guidance on how best to secure an appointment as a non-executive director

Course objectives
Participation on this course will provide you with the knowledge to:

  • Clarify the board’s role, purpose and key tasks
  • Appreciate the contributions that non-executive directors can make to the board in different types of company and situations
  • Recognise the qualities and experience needed to fulfil a non-executive director appointment
  • Appreciate appropriate methods for finding, selecting, appointing and rewarding non-executive directors
  • Understand the preparation required to interview for or be interviewed for the post of non-executive director

Course Leader: David Doughty CDir FIoD

David Doughty - Chartered DirectorThe course is delivered by David Doughty, a Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. See his LinkedIn profile here: (http://uk.linkedin.com/in/daviddoughty)

Key Details
Duration: 1 day
Location:

Orchard Street Business Centre
14 Orchard Street
Bristol BS1 5EH

Price

£330.00 (ex VAT)
Payment with Booking Price
£300.00 (ex VAT)
Tier1 Member Price
£280.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:
Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6 CPD hours of structured learning



Finance for Non Finance Directors – High Wycombe 4 July 2013

June 26, 2013

Finance for Non Finance Directors: Financial Business Management Tools and Financial Business Concepts for non-finance executive and non-executive directors

Finance for Non-Finance Directors“Philip had an excellent wealth of experience & practical knowledge of a wide number of industries and was really warm & welcoming- An asset to the course!”

Alana Chalmers, Marketing Management & Business Development

This course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today’s demanding financial environment.

The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base

Who should attend?

Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:

  • effective in Board financial discussions, business acquisitions and evaluations;
  • credible and comfortable with investors when discussing financial matters;
  • confident using financial terms and when explaining the financial implications of a chosen business strategy;
  • adept at discussing the financial implementation of management changes or consultant recommendations.

Course Content; this course will:

  • Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
  • Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
  • Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
  • Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
  • Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
  • Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
  • Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
  • Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance.  This will encompass a consideration of the likely costs and benefits of the various capital sources.
  • Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
  • Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
  • Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
  • Identify and discuss the key drivers behind the recent UK and Global banking crises
  • Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level

Course Objectives; this course will:

  • Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in depth understanding of financial terminology and financial management and evaluation techniques
  • Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
  • Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
  • Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
  • Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
  • Enable you to identify and discuss the key financial issues facing most Boardrooms today
  • Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
  • Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
  • Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision making amongst directors and within the Board
  • Support strategic decision making with sound financial understanding

Course Leader:

Philip Arnold FCA, FIC, CMC, BSc Hons, Chartered Director

Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up.  He is also an investor in a number of SMEs.

He holds the Institute of Directors’ Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.

He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations.  Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (http://uk.linkedin.com/pub/philip-arnold/20/981/b36)

Key Details

Duration: 1 day
Location:

The Clare Charity Centre
Wycombe Road
Saunderton
High Wycombe
HP14 4HU

Price
£350.00 (ex VAT)
Payment with Booking Price
£315.00 (ex VAT)
Tier1 Member Price
£290.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:
Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6.5 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others.  After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.

Courses can be delivered ‘in-house’ to a group of Board Directors – to find out more contact courses@excellencia.co.uk or call 01865 350345

A head start for novices

May 28, 2013

New duties make the classroom a better place to learn than the boardroom

Hannah Prevett Sunday Times Published: 12 May 2013

Nick BaldwinChartered Director Nick Baldwin: ‘You’re responsible individually as a director’

The received wisdom is that new directors learn on the job. If they are not equipped with the necessary skills when they accept their first board appointment, they will need to be quick on the uptake.

Not any more: the tidal wave of new governance requirements means it is not good enough to acquire expertise over time. And, as a result, many prospective boardroom stars are seeking training to help them do the job they’re paid to do from day one.

When Alan Kay learnt he was to join the executive board of Costain in 2003, he immediately began considering how to prepare for his new role at the engineering and construction group.

“A lot of people haven’t really thought about how to prepare for a board role. [They think] it’s something that happens naturally: you get on the board and then you think, I’m going to learn on the job,” said Kay, who is Costain’s technical and operations director. “But once you’re appointed, becoming competent and learning as you go takes several months, which is not ideal.”

He researched training options for new board members and came across the Institute of Directors’ accredited programmes, including the certificate and diploma in company direction.

The IoD fills 6,000 places on such courses annually with representatives of both large and small organisations — not all of them young guns, as Roger Barker, head of corporate governance at the IoD, explained.

“The directors of large organisations were reluctant to undertake any form of formalised director training. These were typically seasoned former executives, with extensive experience of serving on boards as chief executives or chief financial officers. It has been difficult to persuade such individuals that director training is relevant to them,” said Barker.

“However, the purpose of director training is not to duplicate the operational knowledge and experience of this type of board member. Rather, it is to give directors a distinctive governance perspective on their boardroom role, which emphasises their unique responsibilities and accountability to shareholders and other relevant stakeholders.”

The importance of understanding legal duties cannot be overestimated — for directors of businesses of all sizes, said Peter Holmes, managing director of Anchor Magnets, a Sheffield manufacturer.

“You can see the people on a course who don’t understand their responsibilities,” said Holmes, who has completed the certificate, diploma and chartered director stages of the IoD training.

“When you do the director and the law module, their faces just drop because they didn’t actually realise their fiduciary duties towards the long-term wellbeing of the organisation.”

Barker’s point about training helping veteran members of staff to distinguish between their executive and non-executive responsibilities is an important one, said Kay. “One of the first things you appreciate when you go through board training is that as a director you have basically got two hats: in the main, you have an executive role and you have also got your role as a director of the business.

“Sometimes you’ve got to take off your executive hat and act as a director in the best interests of the company, as opposed to batting for your own score.”

Kay admitted that this transition from being a manager to having a dual role is the most difficult adjustment to make. “You are no longer responsible for just part of the business — you also have an overarching responsibility as a director of the business. Most people, unless they have been through the kind of training offered by the IoD, do not understand that.”

Nick Beech, head of the Centre for Director Education at Leeds Metropolitan University, said training helps directors to handle the often tricky dynamics of the boardroom.

“You’ve got people who are effectively god-like figures within the organisation and if nobody’s checking them, or if other board members don’t know what the procedures or protocols are supposed to be, it’s quite easy to undermine the board. And if you undermine the board, you undermine the company,” he said.

Training also presents opportunities for entrepreneurs whose businesses are struggling to grow beyond a certain point, said Beech. “We find that a lot of people who’ve started a business may find that their organisation has run beyond them.

“You’re doing £6m a year and you don’t know how to move it to £10m because you’re still a manager and haven’t made that mental change to understanding what a director should be doing.”

For larger organisations, the greatest value of boardroom education may come from training up those who have not yet reached director level, said Kay.

“My company is starting to focus on the next layer down. We have had a number of people go through this process now and we have got more in progress. It’s tomorrow’s board,” he said.

“You have to do the chartered director qualification once you’re on the board and you’ve got some experience, but the certificate and the diploma should be done beforehand. That is the right timing.”

Flying high without a corporate safety net

Nick Baldwin had a wealth of board experience when he embarked on a portfolio non-exec career, having been chief executive of the FTSE 100 company Powergen when it was sold to Eon.

Yet there was still a big adjustment to make when he realised he no longer had  the safety net of working for a large organisation.

“Being on the board of a FTSE company, you’ve got a company secretary, you’ve got lawyers, you’ve got finance directors — all of whom keep you decent, legal and honest, so you don’t tend to worry too much because someone’s going to tell you what to do,” said Baldwin, now chairman of the Office for Nuclear Regulation.

“What you find when you’re not surrounded by the corporate machine is you don’t know what you’re meant to do very well. You’re responsible individually as a director and you need to have a good understanding of what your role and legal responsibilities are.”

Baldwin said receiving advice on winding down a company had proved invaluable as he was on the board of the Forensic Science Service when it was closed after running up big losses. “It stood me in good stead when the advisers came in. Instead of them telling me everything that was going to happen, I knew just how to interrogate them,” he said.


Finance for Non Finance Directors – Oxford 4 April 2013

March 26, 2013

Finance for Non Finance Directors: Financial Business Management Tools and Financial Business Concepts for non-finance executive and non-executive directors

Finance for Non-Finance DirectorsThis course will provide essential knowledge of the key financial management issues and concepts needed by all Directors, Consultants or current or aspiring Non-Executive Directors in order to be effective members of the boards of private, public or not-for-profit organisations in today’s demanding financial environment.

The successful completion of this course will provide attendees with a sound financial understanding and the practical knowledge of how and when to apply those skills within their own businesses backed by a theoretical financial knowledge base

Who should attend?

Directors, Consultants or current or aspiring Non-Executive Directors needing to develop their financial understanding, skills and knowledge base within the areas of strategic financial management, corporate financial analysis, financial planning and business restructuring, to become more:

  • effective in Board financial discussions, business acquisitions and evaluations;
  • credible and comfortable with investors when discussing financial matters;
  • confident using financial terms and when explaining the financial implications of a chosen business strategy;
  • adept at discussing the financial implementation of management changes or consultant recommendations.

Course Content; this course will:

  • Explain how to read and understand the balance sheet and profit and loss account of any business, including amongst many others the use of EBITDA, Enterprise Value, Current Ratio, Liquidity Ratio, ROCE and NAV
  • Define and explain the key valuation techniques commonly used in valuing business acquisitions or disposals
  • Discuss and explain the use of the commonly accepted key ratios in the analysis of any set of accounts, with practical worked examples
  • Define and explain the main financial terms used in the discussion and analysis of financial statements in the evaluation of a potential business partner, acquisition or disposal
  • Explain the difference between statutory accounts and management accounts, and highlight the costs and benefits of producing those accounts
  • Clearly show the differences, in financial and business terms, between managing for profit and managing for cash and explain the main benefits and dangers of each approach by examining the implications of common practices within different sectors
  • Explain and discuss the benefits and dangers of high leverage versus low gearing and the consequential impact upon the financial performance of a business, providing insights into the key business drivers behind highly leveraged companies
  • Define and discuss the financial terms used by Banks, Venture Capitalists, Business Angels and other sources of finance.  This will encompass a consideration of the likely costs and benefits of the various capital sources.
  • Identify and explain the key factors involved in raising new Share Capital for SMEs and new companies
  • Discuss and explain Key Performance Indicators, including an introduction to the Balanced Scorecard, Activity Based Costing, ABC, and Zero Based Budgeting
  • Clearly identify and explain the key components of the Public Sector Budget, the budget deficit, the national debt and the overall state of the economy and its relationship to the Public Sector Budget.
  • Identify and discuss the key drivers behind the recent UK and Global banking crises
  • Give an overview and discussion of the fundamentals of the UK business taxation regime, through the interaction of corporation tax, income tax, national insurance and capital gains tax; including the primary grants and reliefs relevant to directors and likely to be considered at Board level

Course Objectives; this course will:

  • Enable you to communicate more effectively and easily with Finance Directors, other directors, accountants, advisors, consultants, bankers, venture capitalists, business angels and other providers of finance; through an in-depth understanding of financial terminology and financial management and evaluation techniques
  • Allow you to read and instantly analyse and interpret any set of Financial Statements by using the techniques and knowledge gained on this course
  • Provide you with the knowledge and tools to assess the financial value and viability of a company or a project
  • Enable you to choose between the competing types of capital and operational funding, through a sound knowledge and understanding of their likely financial costs and benefits
  • Allow you to recognise and understand the underlying impact on any set of accounts of the generally accepted accounting principles
  • Enable you to identify and discuss the key financial issues facing most Boardrooms today
  • Provide you with the financial knowledge necessary to properly identify the roles and boundaries of financial professionals within an organisation
  • Enable you to apply accepted financial techniques and tools to any potential course of action including: capital investment; new products or projects; corporate acquisitions or disposals; or any form of business expansion
  • Provide the necessary contextual knowledge and understanding of the wider UK economic and commercial regime and its interaction with taxation, to enable a better contribution to key discussions and decision-making amongst directors and within the Board
  • Support strategic decision-making with sound financial understanding

Course Leader:

Philip Arnold FCA, FIC, CMC, BSc Hons, Chartered Director

Philip Arnold is the Senior Partner in Quantum Consulting Accountants and has been a Finance Director for several companies, including a Venture Capital backed start-up.  He is also an investor in a number of SMEs.

He holds the Institute of Directors’ Chartered Director qualification and is an FCA with over 18 years of Board level experience as a Finance Director and Chief Executive Officer, including 7 years with a PLC.

He has an entrepreneurial background combined with a solid blue chip experience base, having spent 13 years with blue chip organisations.  Philip has started companies, helped to raise £million plus Share Capital, and has also bought and sold businesses.. See his LinkedIn profile here: (http://uk.linkedin.com/pub/philip-arnold/20/981/b36)

Key Details

Duration: 1 day
Location:

Advanced Business Solutions
5G Milton Park
Abingdon, Oxon
OX14 4RY

Price
£350.00 (ex VAT)
Payment with Booking Price
£315.00 (ex VAT)
NEDworks Tier1 Member Price
£290.00 (ex VAT)

Book Now
To see course dates and to book your place now follow this link:
Course Registration
The fee includes lunch, refreshments and a copy of the course handbook

Attendance counts as 6.5 verifiable CPD hours of structured learning which count towards the requirements of most business focussed institutes, including the Institute of Directors, the Institute of Consulting, the Chartered Management Institute, the Institute of Chartered Accountants of England and Wales, the Chartered Institute of Personnel and Development and many others.  After successful completion of the course, you will receive an electronic Certificate confirming that you have successfully completed the course, detailing the outcomes and results.

Courses can be delivered ‘in-house’ to a group of Board Directors – to find out more contact courses@excellencia.co.uk or call 01865 350345

Peer to Peer Mentoring

July 8, 2009

I went to a very useful Chartered Director peer group mentoring workshop on personal branding this morning and I am looking forward to the next one


%d bloggers like this: