Governance Bites

• Governance Bites #117: The board’s role in strategy, with Julie Hood

  Send us a textBoards are often misunderstood, but they are crucial for an organisation's success. In this episode, I talk to Julie Hood about the board's complex role in strategic planning for sports organisations. We discuss how boards can go beyond oversight to actively shape strategy, avoid common pitfalls, and align plans with organisational values. This episode provides practical advice on gathering diverse perspectives, monitoring implementation, and navigating the unique challenges of passionate board members. Tune in for essential insights on creating a robust and successful strategic roadmap. Links: Sport NZ Futures – Relevance to any organisation and sector - https://sportnz.org.nz/futures/Sport NZ Governance Resources - https://sportnz.org.nz/sector-guidance/governance/Strategy specific resources and content - https://sportnz.org.nz/resources/step-4-provide-strategic-leadership/Online tutorial -good governance = https://sportnz.org.nz/resources/new-governance-101-online-training-now-live/Julie Hood a nonprofit governance consultant with specific expertise in membership-based organisations, including sporting organisations working in complex federated structures.  She is currently an Independent Director at the Wellington North Badminton Association, gaining hands-on experience in voluntary governance and brings executive leadership experience from the public, private, and not-for-profit sectors. In 2024, Julie began a PhD focused on how sport CEOs can develop their governance capability to better support effective board (and their own) performance. A Chartered Member of the Institute of Directors and MBA graduate from Victoria University of Wellington, Julie has a consultancy practice helping boards and executives deliver the right results sustainably.#governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #ceo, #governancebites, #boardroom, #director

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• Governance Bites #116: corporate governance metrics for investment analysis, with Katie Beith

  Send us a textDiscover how investors really measure governance quality in this thought-provoking conversation between Mark Banicevich and Katie Beith. From the most common governance metrics and where analysts source the data, to the red flags that warn of poor performance, Katie shares expert insights that link boardroom practices with financial returns. The discussion tackles disclosure gaps, the balance between quantitative and qualitative measures, and which governance factors will shape the next five years. With practical advice for New Zealand boards, this interview is essential for directors, investors, and anyone interested in how governance drives performance.Katie Beith serves as the Head of Environment, Social and Governance (ESG) at Forsyth Barr, having joined in November 2021. In this role, she is responsible for integrating ESG principles across the firm's operations and investment processes, also supporting advisers with client-specific needs. Katie brings nearly 20 years of experience in responsible investment in the UK, Australia and New Zealand. Katie’s past roles include for the Responsible Investment Association Australasia, UN Principles for Responsible Investment, and the New Zealand Super Fund. Katie is a member of New Zealand’s Stewardship Code Governing Committee, a member of the External Reporting Board Advisory Panel, and a former board member of the Impact Investing Network.#CorporateGovernance , #BoardLeadership , #InvestorInsights , #GovernanceMatters , #InvestmentAnalysis , #GovernanceMetrics , #SustainableFinance , #ESGInvesting , #RiskManagement , #BoardDiversity , #GoodGovernance , #Directors , #BoardOfDirectors , #NZBoards , #FinanceProfessionals , #BusinessLeadership , #GovernanceBites

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• Governance Bites #115: environmental, social and governance in investing, with Katie Beith

  Send us a textIn this engaging interview, Mark Banicevich sits down with Katie Beith to unpack the fast-evolving world of ESG—environmental, social, and governance. From how analysts measure ESG quality to the governance weaknesses that undermine credibility, Katie explains how ESG factors shape investment decisions and influence company performance. The conversation tackles whether ESG means trading returns for values, the role of governance in ensuring commitments are real, and what boards must do now to prepare for rising scrutiny. With a look ahead to the future of ESG investing, this discussion is packed with insights for directors, investors, and governance professionals.Katie Beith serves as the Head of Environment, Social and Governance (ESG) at Forsyth Barr, having joined in November 2021. In this role, she is responsible for integrating ESG principles across the firm's operations and investment processes, also supporting advisers with client-specific needs. Katie brings nearly 20 years of experience in responsible investment in the UK, Australia and New Zealand. Katie’s past roles include for the Responsible Investment Association Australasia, UN Principles for Responsible Investment, and the New Zealand Super Fund. Katie is a member of New Zealand’s Stewardship Code Governing Committee, a member of the External Reporting Board Advisory Panel, and a former board member of the Impact Investing Network.#ESGInvesting , #SustainableFinance , #ResponsibleInvesting , #ImpactInvesting , #SustainableBusiness , #CorporateGovernance , #BoardLeadership , #GovernanceMatters , #BoardOfDirectors , #GoodGovernance , #BusinessPerformance , #RiskManagement , #FutureOfBusiness , #InvestorInsights , #NZBusiness , #NZBoards , #NZDirectors

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• Governance Bites #114: differences between Crown Entity and private sector boards, with Rob Everett

  Send us a textIn this episode, Mark Banicevich talks to Rob Everett about the difference between Crown Entity and private sector boards. They discuss how accountabilities to shareholders differ to accountabilities to public sector boards and Ministers, and the challenges balancing political direction with independent governance. Mark asks about the impact of the board appointment process, differences in director capability, and differences in risk appetite and oversight. They discuss the approaches to strategy, innovation and compliance, and differences in tone around the board table and pace of decision-making. Rob talks about differences in performance expectations, and what each sector could learn from the other. He also shares advice for new directors. Rob Everett is an experienced director and CEO, with a background in law and financial services. He is currently independent chair of fund manager Simplicity, and has been a director of the biggest credit card issuer in the UK (MBNA), the biggest bank by balance sheet in Ireland (Merrill Lynch International Bank), Merrill Lynch-owned bank and broker entities in Turkey, and a school management board. Rob is a past CEO of the Financial Markets Authority and NZ Growth Capital Partners. He spent 18 years with Merrill Lynch in London, New York and Hong Kong. He now lives with his family in Wellington. #governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #ceo, #governancebites, #boardroom, #director, #crownentity

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• Governance Bites #113: sports boards in strategy, with Professor Lesley Ferkins

  Send us a textIn this episode, Mark Banicevich talks to Professor Lesley Ferkins about the involvement of sports boards in strategy. He asks how the board's role interacts with management, and what the most effective process is to develop a strategic plan. They discuss the importance of horizon scanning, and how to ensure the strategy aligns with the values and mission of the organisation. Mark asks how boards can balance their role in strategy with the other parts of the role, such as risk management and management oversight, and he asks about devolving to committees or engaging consultants. They discuss the frequency of reviewing the strategy, and how progress can be monitored. Lesley also shares the best governance advice she has received. Professor Lesley Ferkins is Professor of Sport Leadership & Governance, AUT Sports Performance Research Institute NZ. She has over 25yrs experience as an academic in sport management. Prior to academia, Lesley held senior leadership roles in sport & recreation as Executive Director for national and regional entities in NZ. Lesley is currently Professor at AUT and former Director of the AUT Sports Performance Research Institute NZ (SPRINZ). Before joining AUT in 2015, Lesley was Associate Professor at Unitec (and formerly Program Director), senior lecturer at Deakin, Melbourne, and Postgraduate Head in Sport & Recreation at AUT. Her teaching spans postgraduate and undergraduate courses in sport leadership and governance, strategic sport management, sport organisation, and work integrated learning.#governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #governancebites, #boardroom , #cgi, #charteredgovernanceinstitute, #director, #notforprofit, #cpd, #professionaldevelopment, #incorporatedsociety, #sportgovernance, #collaborativegovernance

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