Board Meetings And Governance Flashcards

1
Q
A
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2
Q

What is the purpose of the session on board meetings and governance?

A

To examine the composition and structure of the board and develop effective meeting procedures.

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3
Q

What should participants be able to consider by the end of the session?

A

A board’s composition, structure, and performance.

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4
Q

What are relevant board meeting protocols and procedures?

A

Including the use of committees.

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5
Q

What is the value of director evaluation?

A

Ongoing professional development.

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6
Q

What factors influence board composition?

A
  • Board size
  • Director tenure
  • Structure of the organization
  • Stage of organization’s development
  • Locations of operation
  • Strategies pursued
  • Nature of organization (profit vs. not-for-profit)
  • Type of company (family, publicly listed, Indigenous, proprietary)
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7
Q

What must be disclosed in governance reporting?

A

The composition of the board and governance structures.

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8
Q

What are the types of boards mentioned?

A
  • All executive boards
  • All non-executive boards
  • Majority executive
  • Majority non-executive
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9
Q

What is an advantage of all executive boards?

A

Can make quick decisions working together.

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10
Q

What is a disadvantage of all executive boards?

A

May lack diversity in perspectives.

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11
Q

What does a majority executive board include?

A

Some non-executive directors (NEDs) to inject external perspectives.

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12
Q

What is the ASXCGC recommendation for board composition?

A

Majority non-executive directors for ASX listed companies.

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13
Q

What are key actions to improve board performance and develop directors’ skills?

A
  • Establish clear expectations
  • Implement ongoing training and development
  • Encourage active engagement
  • Conduct regular board evaluations
  • Foster a strong governance culture
  • Improve decision-making processes
  • Strengthen board composition
  • Leverage external expertise
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14
Q

What is the role of the chair in a board meeting?

A

To link between board and organization, encourage open debate, evaluate CEO’s performance, and assist with selecting board committee members.

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15
Q

What should the agenda for board meetings include?

A
  • Last meeting minutes
  • Updates on action items
  • Key decisions on strategy and performance
  • Reports from CEO and CFO
  • Proposals for Capex
  • Overview of company’s progress
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16
Q

What is a ‘circular resolution’?

A

Allows decisions to be passed without a meeting by sending written documents to be signed.

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17
Q

What is the purpose of board meeting minutes?

A

To delegate authority, communicate decisions, and protect diligent directors.

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18
Q

What are the responsibilities of the audit committee?

A
  • Communication with auditors
  • Review of financial statements
  • Management of information systems
  • Efficiency of audit functions
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19
Q

What is the role of the risk committee?

A

To assess if the organization is operating within its risk appetite and monitor compliance with risks.

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20
Q

What challenges are there in evaluating board performance?

A
  • Lack of clear evaluation criteria
  • Conflicts of interest
  • Resistance to feedback
  • Limited accountability
  • Engagement and participation issues
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21
Q

True or False: The board should become involved in the operational areas of the organization.

22
Q

What is essential questioning for directors?

A

Directors have the responsibility to ask questions and challenge opinions.

23
Q

Fill in the blank: Directors must have high ______ standards.

24
Q

What must a board’s composition regularly be reviewed for?

A

To ensure it includes a good range of age, experience, skills, perspectives, backgrounds, ethnicities, and genders.

25
Q

What should be included in a CEO’s report?

A

Progress report of the organization’s plans, policies, and budget.

26
Q

What does a CFO’s report typically include?

A
  • P&L
  • Balance sheet
  • Cash flow statement
  • Variance in budget with reasons
27
Q

What is a quorum in the context of board meetings?

A

Minimum number of directors required for a valid meeting.

28
Q

What is the typical length of a board meeting?

A

4 hours normally sufficient.

29
Q

What are the characteristics of effective directors?

A
  • High ethical standards
  • Skills and experience
  • Competence in specialized area
  • Sound judgement
  • Willingness to challenge opinions
  • Integrity
  • Ability to devote required time
30
Q

What should board meetings allow for?

A

Formal and informal proceedings, including time for free discussion.

31
Q

What is the significance of diversity in a board?

A

A range of views and perspectives that can lead to new ideas and innovation.

32
Q

What is the importance of fostering a board culture?

A

Encourages divergent views and open discussions.

33
Q

What type of board is mandated to have specific skills as per the Aged Care Act 1996?

A

Majority independent non-executive directors with at least one member experienced in clinical care.

34
Q

What are the key components of measuring board performance?

A

Peer reviews and external evaluations

These methods help identify gaps in skills and knowledge.

35
Q

What should be adjusted based on performance reviews?

A

Board composition

Adjusting board composition can help address changing needs.

36
Q

What are some ways to foster a strong governance culture?

A
  • Implement a code of conduct
  • Encourage ethical decision-making
  • Promote open communication

These practices help build accountability within the board.

37
Q

What are essential elements for improving decision-making processes?

A
  • Well-structured meeting agendas
  • Use of data and expert insights
  • Allowing diverse perspectives

These elements help avoid groupthink.

38
Q

What should be considered when strengthening board composition?

A
  • Diverse expertise and backgrounds
  • Inclusion of independent members
  • Balance between seasoned and emerging leaders

A diverse board can enhance decision-making.

39
Q

How can external expertise be leveraged by a board?

A
  • Invite industry experts
  • Encourage mentorship
  • Benchmark against best practices

External insights can bring fresh perspectives.

40
Q

What should a potential board member understand before joining?

A
  • Insolvency risk
  • Regulatory risk
  • Performance risk
  • Reputational risk

Understanding these risks helps assess personal liability.

41
Q

What factors should be researched regarding board dynamics?

A
  • Background and skills of current directors
  • Relationships between stakeholders and management
  • Potential conflicts

Awareness of these factors can prevent future issues.

42
Q

What is a key consideration for directors in non-profit organizations?

A

Alignment with the cause of the charity

This ensures that directors are committed to the mission.

43
Q

What is important during the induction process for directors?

A

Support preferences from new directors

Understanding how directors want to be supported can enhance their onboarding experience.

44
Q

Who is responsible for promoting ongoing professional development for directors?

A

The Chair

The Chair must emphasize the importance of ongoing professional development.

45
Q

What was a significant issue in the James Hardy case study?

A

The directors claimed the minutes were false

This led to their guilt for failing to act with care and diligence.

46
Q

What are best practices for ensuring accurate board meeting minutes?

A
  • Assign a competent minute-taker
  • Use a standardized template
  • Capture key points, not verbatim notes
  • Clearly document decisions and actions
  • Review and approve minutes promptly
  • Ensure confidentiality and compliance

Following these practices can prevent legal issues.

47
Q

What financial information is necessary when selling a business?

A
  • Profit & Loss Statements
  • Balance Sheets
  • Cash Flow Statements
  • Tax Returns
  • Debt and Loan Agreements
  • Revenue Breakdown
  • Accounts Receivable & Payable
  • Financial Projections

This information helps ensure a smooth transaction.

48
Q

What legal documents should be prepared when selling a business?

A
  • Business registration documents
  • Contracts with suppliers and customers
  • Lease agreements
  • Employment contracts
  • Regulatory compliance documents
  • Pending or past legal disputes

These documents are crucial for a successful sale.

49
Q

What operational information is important for a business sale?

A
  • Organizational structure
  • Standard operating procedures
  • Customer and supplier contracts
  • Technology assets
  • Inventory and asset lists

This information provides insight into the business’s operational health.

50
Q

What should be included in the market and competitive position analysis?

A
  • Market analysis
  • Customer demographics
  • Competitor analysis

Understanding these factors helps position the business effectively.

51
Q

What is a key consideration for the owner’s role post-sale?

A

Consulting or transition support

Defining this role can ease the transition for the new owner.

52
Q

What is essential for employee retention during a business transition?

A

An employee retention plan

This plan helps maintain stability during the sale process.