Introduction

Boardroom Review gives independent advice on the
effectiveness of the Board and its Committees, and has
been leading the field of evaluation since 2004.

Its founder, Dr Tracy Long, CBE, has had extensive experience across international listed, non-listed and and public sector organisations, and has conducted over 160 board evaluations.

Every engagement is based on the belief that an effective Board makes a significant contribution to the success of the Company beyond its statutory requirements, and is a powerful source of added value. An independent evaluation, which goes beyond mere compliance, and has only the Board's best interests on the agenda, will build on current strengths, prepare the directors for the challenges of the future, and provide a roadmap for a stronger and more resilient Board (see Approach).

Every Boardroom Review evaluation is customised. It recognises the Company’s unique set of circumstances, whilst drawing on examples of best practice and lessons learned from an international portfolio of work over ten years.

 

Approach

A Boardroom Review evaluation
is not a compliance exercise.

The quality and integrity of its methodology – based on confidential interviews, Board and Committee attendance, review of papers, individual and collective discussion – is designed to engage directors in an iterative dialogue, and encourage a different kind of conversation about the Board's effectiveness. It has been developed over twelve years (see our Client List) to provide a constructive catalyst for continued improvement and change, and is recognised by a wide network of stakeholders.

Advice is impartial, and there is no conflict of interest; Boardroom Review does not offer any other services to its clients. Confidentiality is paramount: all papers relating to the evaluation, other than the final document, are destroyed following its conclusion. In order to ensure that observations and recommendations are relevant, well considered, and follow the best practices, Boardroom Review has access to an expert Advisory Board.

Boardroom Review also offers a one-day Board effectiveness workshop for clients who want to engage in a dynamic board discussion between external evaluations; objectives and case studies are specifically tailored for the board, incorporating findings from previous reviews, as well as current and future Board priorities and challenges.

Clients

Boardroom Review’s client list includes FTSE 100 companies, FTSE 250 companies, and other clients, including FTSE 350 companies, international companies and subsidiaries, mutuals, private companies, membership organisations, charities, regulators, government agencies and universities. 30% of Boardroom Review’s clients have commissioned more than one evaluation.

Principles

These guiding principles have been designed to standardise best practice for Board evaluation. Created by three leading evaluators, including Boardroom Review, Independent Board Evaluation and Lintstock, and in consultation with shareholders and regulators, they are intended to set professional standards for evaluators, regardless of methodology, and align expectations between clients, shareholders and regulators with regard to quality and integrity of process.


There are four guiding principles for evaluators, and three for clients, that will standardise the quality, credibility and legitimacy of the field, and have relevance across a number of different methodologies.

Four Guiding Principles for Evaluators


Independence - the evaluator must be able to exercise independent and objective judgement. Existing commercial relationships, and other conflicts of interest, should be avoided, and/or disclosed and managed.

Confidentiality - the evaluator must keep all information confidential. The only exception to this is the discovery of unlawful practices or regulatory demands.

Competency - the evaluator will disclose the skills and competences of each individual involved in the evaluation, and provide appropriate references. There must be alignment of expectation between the client and the evaluator with regard to quality, value and longevity of service.

Follow-up - the evaluator will discuss progress on agreed outcomes with clients (to include the Chairman, SID and/or Board) within 6-12 months of the evaluation.

Three Guiding Principles for Clients


Cooperation - there must be full cooperation between the client and the evaluator in order to ensure integrity of process. This will include transparency of, and appropriate access to, Board and Committee information, participants, and meetings.

Transparency - all disclosures, including the Annual Report, must identify the evaluator (and any conflicts), the methodology (including the use of interviews and observation), final outcomes (with reference to accepted recommendations), and the approval process.

Approval - the evaluator should agree and approve any formal disclosures, including the Annual Report, which describe the evaluation.

Biography

Dr Tracy Long

Dr Tracy Long CBE, DBA, MBA, HonARAM, is an advisory director of Carnegie Hall, a Trustee of the Windsor Leadership Trust, and a Council Member of Marlborough College. For the last six years she has served on the Board of the DCMS (Department of Culture, Media and Sport), where she was chairman of the Audit & Risk Committee, and a member of the Remuneration Committee. She also advised the Efficiency and Reform Group (Cabinet Office) on the evaluation of departmental and ministerial boards. She was awarded the CBE in 2016 for services in Public Sector and Private Sector governance.

Tracy was a founding director of Avalon Productions and Classic FM. Previous board roles have included Central European Media Enterprises, eleven media joint ventures (as a director of BSkyB Ventures, and including the National Geographic, History, Paramount, Nickelodeon and QVC television channels), Botts & Co. Private Equity, the Van Tulleken Company, Nesta (National Endowment of Science, Technology and the Arts), Lowland Investment Company plc., the London Symphony Orchestra, The King’s Consort (chairman), the Noel Gay Organisation, the development board of the Royal Academy of Music, and the Royal Society of British Sculptors (treasurer).

Ms Gill Bray

Prior to joining Boardroom Review as Tracy Long's Assistant, Gill worked as an Executive Assistant at Founder/CEO level in the design and financial services industries.

Advisory Board

In order to ensure that its observations and
recommendations are relevant, well considered, and
follow the best practice, Boardroom Review has access
to an expert advisory board.

Ian Barlow

Ian Barlow currently serves as a Non-Executive Director for Smith and Nephew Plc and Brunner Investment Trust Plc, and is lead non executive director, chairing the Board, of HM Revenue and Customs. He is Chairman of the Racecourse Association and a board member of the China-Britain Business Council. Ian stepped down as Chairman of WSP Group Plc earlier this year and has also served on the Board of the London Development Agency PA Consulting Group Limited and Candy & Candy. Ian retired from KPMG LLP in 2008 as Senior Partner, London. In his charitable work, he is a trustee of the Historic Royal Palaces and Chairman of its Campaign Board.

Richard Clothier

Richard Clothier is chairman of five small and medium sized companies with operations in UK, Central Europe and USA in the agribusiness and food sector. He was previously chief executive of Dalgety plc and spent 20 years in various general management positions in the group. He served eight years as a non-executive director of Granada plc until the formation of ITV plc and was chief executive of the tropical plantations group PGI plc until 2005. A competitive sailor, Richard has represented both South Africa and Britain in ocean racing.

Contact

Boardroom Review Limited
12 Horbury Mews, London W11 3NL

Office Tel : 020 7229 8365
Assistant Mob : 077 6935 3747