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DIRECTOR VACANCIES
2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 Due diligence. 2.7 Induction. 2.8 Director development. 2.9 Board and director evaluation. 2.10 Exiting the board. 2.11 Planning the board's workload. 2.12 Role of the chair. WELLINGTON BRANCH EMERGING DIRECTOR AWARD To be considered for this Award you will. Must be a Member of the Wellington Branch; Demonstrates a desire to follow a directorship path and to advance further in corporate governanceCYBER RISK GUIDE
Cyber risk is like any other business risk and requires board level attention and responsibility. Since the 2015 edition of the Cyber risk practice guide was published, boards have significantly stepped up their focus on cybersecurity.. The 2021 edition of the Cyber risk practice guide retains five core principles to help boards understand and approach cybersecurity in their organisations. GOVERNANCE ESSENTIALS Course description. In this one-day course you learn the roles and responsibilities of the board and directors across a range of governance settings. At the end of the course you will have a confident grasp of board relationships, robust processes, good decision-making, and the main elements of TAKING THE PULSE ON BOARDROOM BULLYING The Institute of Directors recently checked in on its members to gauge the degree to which boardroom bullying impacts New Zealand directors. COMPANY DIRECTORS' COURSE The Company Directors' Course (CDC) is the benchmark for directors and senior leaders reporting to boards. It is also a pre-requisite to becoming a Chartered Member of the Institute of Directors. In the week-long CDC course you explore the director's roles and responsibilities with other directors. Each day you participate inboard simulation
BOARD DIVERSITY GUIDE Board diversity has focused mainly on women, but includes ethnicity, Māori whakapapa, LGBTI affinity, age, culture, disability, background, and experience. This guide gives practical steps to help boards improve board capability, attract and retain the best talent,and
RISK ESSENTIALS COURSE Course description. Every organisation needs to embrace risk. You need to know your own, fellow directors and organisations risk appetite. Discover how to evaluate the risk management advice your board receives. Understand the cost and benefit risk assessments and the implications. Develop your competence by reviewing risk case studiesfrom a
HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he was HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record. LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no THE POWER OF GOOD GOVERNANCE The power of good governance. To inspire future generations to step up to governance roles, we need to create inspiration and shared understanding for what good governance can achieve. Brand is a tricky word, misunderstood, regarded as fluffy sometimes. But a strong brand has the power to create connection, change, and capture people’s HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he was HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record. LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no THE POWER OF GOOD GOVERNANCE The power of good governance. To inspire future generations to step up to governance roles, we need to create inspiration and shared understanding for what good governance can achieve. Brand is a tricky word, misunderstood, regarded as fluffy sometimes. But a strong brand has the power to create connection, change, and capture people’s GUIDES AND RESOURCES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 QUEENS' BIRTHDAY HONOURS 2021 The IoD congratulates members who have received honours in recognition of the contribution made in their respective fields.DIRECTOR VACANCIES
2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 Due diligence. 2.7 Induction. 2.8 Director development. 2.9 Board and director evaluation. 2.10 Exiting the board. 2.11 Planning the board's workload. 2.12 Role of the chair. WELLINGTON BRANCH EMERGING DIRECTOR AWARD To be considered for this Award you will. Must be a Member of the Wellington Branch; Demonstrates a desire to follow a directorship path and to advance further in corporate governanceCYBER RISK GUIDE
Cyber risk is like any other business risk and requires board level attention and responsibility. Since the 2015 edition of the Cyber risk practice guide was published, boards have significantly stepped up their focus on cybersecurity.. The 2021 edition of the Cyber risk practice guide retains five core principles to help boards understand and approach cybersecurity in their organisations. GOVERNANCE ESSENTIALS Course description. In this one-day course you learn the roles and responsibilities of the board and directors across a range of governance settings. At the end of the course you will have a confident grasp of board relationships, robust processes, good decision-making, and the main elements of TAKING THE PULSE ON BOARDROOM BULLYING The Institute of Directors recently checked in on its members to gauge the degree to which boardroom bullying impacts New Zealand directors. COMPANY DIRECTORS' COURSE The Company Directors' Course (CDC) is the benchmark for directors and senior leaders reporting to boards. It is also a pre-requisite to becoming a Chartered Member of the Institute of Directors. In the week-long CDC course you explore the director's roles and responsibilities with other directors. Each day you participate inboard simulation
BOARD DIVERSITY GUIDE Board diversity has focused mainly on women, but includes ethnicity, Māori whakapapa, LGBTI affinity, age, culture, disability, background, and experience. This guide gives practical steps to help boards improve board capability, attract and retain the best talent,and
RISK ESSENTIALS COURSE Course description. Every organisation needs to embrace risk. You need to know your own, fellow directors and organisations risk appetite. Discover how to evaluate the risk management advice your board receives. Understand the cost and benefit risk assessments and the implications. Develop your competence by reviewing risk case studiesfrom a
HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he was HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record. LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no THE POWER OF GOOD GOVERNANCE The power of good governance. To inspire future generations to step up to governance roles, we need to create inspiration and shared understanding for what good governance can achieve. Brand is a tricky word, misunderstood, regarded as fluffy sometimes. But a strong brand has the power to create connection, change, and capture people’s HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he was HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record. LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no THE POWER OF GOOD GOVERNANCE The power of good governance. To inspire future generations to step up to governance roles, we need to create inspiration and shared understanding for what good governance can achieve. Brand is a tricky word, misunderstood, regarded as fluffy sometimes. But a strong brand has the power to create connection, change, and capture people’s QUEENS' BIRTHDAY HONOURS 2021 The IoD congratulates members who have received honours in recognition of the contribution made in their respective fields. MEMBERSHIP CATEGORIES You can join the Institute of Directors as a Member if you are any of these: a director as defined in the Companies Act 1993. a member of the board of a government or quasi-government body. a member of the board of a not-for-profit organisation. a senior executive reportingto
DIRECTOR VACANCIES
2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 Due diligence. 2.7 Induction. 2.8 Director development. 2.9 Board and director evaluation. 2.10 Exiting the board. 2.11 Planning the board's workload. 2.12 Role of the chair. WELLINGTON BRANCH EMERGING DIRECTOR AWARD To be considered for this Award you will. Must be a Member of the Wellington Branch; Demonstrates a desire to follow a directorship path and to advance further in corporate governanceCYBER RISK GUIDE
Cyber risk is like any other business risk and requires board level attention and responsibility. Since the 2015 edition of the Cyber risk practice guide was published, boards have significantly stepped up their focus on cybersecurity.. The 2021 edition of the Cyber risk practice guide retains five core principles to help boards understand and approach cybersecurity in their organisations. GOVERNANCE ESSENTIALS Course description. In this one-day course you learn the roles and responsibilities of the board and directors across a range of governance settings. At the end of the course you will have a confident grasp of board relationships, robust processes, good decision-making, and the main elements of TAKING THE PULSE ON BOARDROOM BULLYING The Institute of Directors recently checked in on its members to gauge the degree to which boardroom bullying impacts New Zealand directors. COMPANY DIRECTORS' COURSE The Company Directors' Course (CDC) is the benchmark for directors and senior leaders reporting to boards. It is also a pre-requisite to becoming a Chartered Member of the Institute of Directors. In the week-long CDC course you explore the director's roles and responsibilities with other directors. Each day you participate inboard simulation
BOARD DIVERSITY GUIDE Board diversity has focused mainly on women, but includes ethnicity, Māori whakapapa, LGBTI affinity, age, culture, disability, background, and experience. This guide gives practical steps to help boards improve board capability, attract and retain the best talent,and
RISK ESSENTIALS COURSE Course description. Every organisation needs to embrace risk. You need to know your own, fellow directors and organisations risk appetite. Discover how to evaluate the risk management advice your board receives. Understand the cost and benefit risk assessments and the implications. Develop your competence by reviewing risk case studiesfrom a
HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he wasCYBER RISK GUIDE
Cyber risk is like any other business risk and requires board level attention and responsibility. Since the 2015 edition of the Cyber risk practice guide was published, boards have significantly stepped up their focus on cybersecurity.. The 2021 edition of the Cyber risk practice guide retains five core principles to help boards understand and approach cybersecurity in their organisations. LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no COMPANY DIRECTORS' COURSE The Company Directors' Course (CDC) is the benchmark for directors and senior leaders reporting to boards. It is also a pre-requisite to becoming a Chartered Member of the Institute of Directors. In the week-long CDC course you explore the director's roles and responsibilities with other directors. Each day you participate inboard simulation
HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he wasCYBER RISK GUIDE
Cyber risk is like any other business risk and requires board level attention and responsibility. Since the 2015 edition of the Cyber risk practice guide was published, boards have significantly stepped up their focus on cybersecurity.. The 2021 edition of the Cyber risk practice guide retains five core principles to help boards understand and approach cybersecurity in their organisations. LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no COMPANY DIRECTORS' COURSE The Company Directors' Course (CDC) is the benchmark for directors and senior leaders reporting to boards. It is also a pre-requisite to becoming a Chartered Member of the Institute of Directors. In the week-long CDC course you explore the director's roles and responsibilities with other directors. Each day you participate inboard simulation
GUIDES AND RESOURCES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6CYBER RISK GUIDE
Cyber risk is like any other business risk and requires board level attention and responsibility. Since the 2015 edition of the Cyber risk practice guide was published, boards have significantly stepped up their focus on cybersecurity.. The 2021 edition of the Cyber risk practice guide retains five core principles to help boards understand and approach cybersecurity in their organisations. QUEENS' BIRTHDAY HONOURS 2021 The IoD congratulates members who have received honours in recognition of the contribution made in their respective fields. MEMBERSHIP CATEGORIES You can join the Institute of Directors as a Member if you are any of these: a director as defined in the Companies Act 1993. a member of the board of a government or quasi-government body. a member of the board of a not-for-profit organisation. a senior executive reportingto
WELLINGTON BRANCH EMERGING DIRECTOR AWARD To be considered for this Award you will. Must be a Member of the Wellington Branch; Demonstrates a desire to follow a directorship path and to advance further in corporate governance GOVERNANCE EVENTS AND NETWORKING Events. Our branch events offer opportunities for members to network and hear from experts across all aspects of governance. Around 6,000 members attend upward of 120 events each year. COVID-19. For updates on face to face events see our COVID-19 updates' page. COURSES FOR DIRECTORS AND GOVERNANCE PROFESSIONALS The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 THE POWER OF GOOD GOVERNANCE The power of good governance. To inspire future generations to step up to governance roles, we need to create inspiration and shared understanding for what good governance can achieve. Brand is a tricky word, misunderstood, regarded as fluffy sometimes. But a strong brand has the power to create connection, change, and capture people’s BOARD DIVERSITY GUIDE Board diversity has focused mainly on women, but includes ethnicity, Māori whakapapa, LGBTI affinity, age, culture, disability, background, and experience. This guide gives practical steps to help boards improve board capability, attract and retain the best talent,and
AN INTRODUCTION TO GOVERNANCE FOR PACIFIC PEOPLE Mele is a member of various professional and community groups and she is a White Ribbon Ambassador. In January 2019, Mele was awarded a Member of the New Zealand Order of Merit (MNZM) for her services to governance, the Pacific community and women. Mele is Samoan (Malie, Vaiala, Lefaga) and palagi (NZ, Britain), and lives in Wellington. HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he was LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record. THE POWER OF GOOD GOVERNANCE The power of good governance. To inspire future generations to step up to governance roles, we need to create inspiration and shared understanding for what good governance can achieve. Brand is a tricky word, misunderstood, regarded as fluffy sometimes. But a strong brand has the power to create connection, change, and capture people’s HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he was LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record. THE POWER OF GOOD GOVERNANCE The power of good governance. To inspire future generations to step up to governance roles, we need to create inspiration and shared understanding for what good governance can achieve. Brand is a tricky word, misunderstood, regarded as fluffy sometimes. But a strong brand has the power to create connection, change, and capture people’s GUIDES AND RESOURCES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6DIRECTOR VACANCIES
2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 Due diligence. 2.7 Induction. 2.8 Director development. 2.9 Board and director evaluation. 2.10 Exiting the board. 2.11 Planning the board's workload. 2.12 Role of the chair.CYBER RISK GUIDE
Cyber risk is like any other business risk and requires board level attention and responsibility. Since the 2015 edition of the Cyber risk practice guide was published, boards have significantly stepped up their focus on cybersecurity.. The 2021 edition of the Cyber risk practice guide retains five core principles to help boards understand and approach cybersecurity in their organisations. FINANCE ESSENTIALS COURSE Finance Essentials. Our Finance Essentials course is available as a face-to-face course or as an online option. If you prefer to learn and network with other course participants our face-to-face course is a good option. Our online module series provides you with the freedom to learn at your own pace. There are five modules which can be QUEENS' BIRTHDAY HONOURS 2021 The IoD congratulates members who have received honours in recognition of the contribution made in their respective fields. GOVERNANCE ESSENTIALS Course description. In this one-day course you learn the roles and responsibilities of the board and directors across a range of governance settings. At the end of the course you will have a confident grasp of board relationships, robust processes, good decision-making, and the main elements of WELLINGTON BRANCH EMERGING DIRECTOR AWARD To be considered for this Award you will. Must be a Member of the Wellington Branch; Demonstrates a desire to follow a directorship path and to advance further in corporate governance TAKING THE PULSE ON BOARDROOM BULLYING The Institute of Directors recently checked in on its members to gauge the degree to which boardroom bullying impacts New Zealand directors. TE HUARAHI HŌU: THE NEW PATHWAY Our website uses cookies to give you the best possible experience and to help us understand how our site is being used. By using this website you consent to the use of cookies in accordance with our DIRECTOR DEEP DIVE: ON THE CYBER DEFENSIVE Director Deep Dive session with Peter Bailey. This interactive discussion-style event will be capped at 12 attendees. HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he was HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record. LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no COMPANY DIRECTORS' COURSE The Company Directors' Course (CDC) is the benchmark for directors and senior leaders reporting to boards. It is also a pre-requisite to becoming a Chartered Member of the Institute of Directors. In the week-long CDC course you explore the director's roles and responsibilities with other directors. Each day you participate inboard simulation
HOME | THE INSTITUTE OF DIRECTORS NEW ZEALANDMEMBERSHIPRESOURCES & INSIGHTSCOURSESEVENTSSERVICES FOR BOARDSVACANCIES The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 GOVERNANCE DEVELOPMENT COURSES Courses. Our world-class governance development courses have been designed by leading governance practitioners to suit your professional development needs in a distinctly New Zealand context. COVID-19. For updates on our face to face courses see our COVID-19 updates' page. Download the 2021 course calendar. FROM GOVERNANCE TO DIPLOMACY We are pleased to have former MP and diplomat Maurice Williamson as guest speaker for our third event of 2021. Maurice will share his views and insights from his journey from small town Waikato to one of New Zealand’s top diplomatic posts. In his 30 years as an MP he held portfolios that covered most aspects of New Zealand life – he was HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record. LESSONS FROM THE DDOS ATTACK ON THE NZX Lessons from the NZX attack. The recent distributed denial of service (DDoS) attack on the NZX stands as a useful case in point for several reasons. The first is that DDoS attacks are old hat. So much so that it is easy to believe this sort of threat belonged in the past, no COMPANY DIRECTORS' COURSE The Company Directors' Course (CDC) is the benchmark for directors and senior leaders reporting to boards. It is also a pre-requisite to becoming a Chartered Member of the Institute of Directors. In the week-long CDC course you explore the director's roles and responsibilities with other directors. Each day you participate inboard simulation
QUEENS' BIRTHDAY HONOURS 2021 The IoD congratulates members who have received honours in recognition of the contribution made in their respective fields. WELLINGTON BRANCH EMERGING DIRECTOR AWARD To be considered for this Award you will. Must be a Member of the Wellington Branch; Demonstrates a desire to follow a directorship path and to advance further in corporate governance COURSES FOR DIRECTORS AND GOVERNANCE PROFESSIONALS The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 TAKING THE PULSE ON BOARDROOM BULLYING The Institute of Directors recently checked in on its members to gauge the degree to which boardroom bullying impacts New Zealand directors. HEALTH AND SAFETY GOVERNANCE GUIDE Health and safety governance guide. This revised guide helps directors meet their health and safety obligations and influence health and safety performance in their organisations. Health and safety reforms following the Pike River coal mine tragedy highlight the importance of good governance to improve New Zealand's health and safety record.CYBER RISK GUIDE
Cyber risk is like any other business risk and requires board level attention and responsibility. Since the 2015 edition of the Cyber risk practice guide was published, boards have significantly stepped up their focus on cybersecurity.. The 2021 edition of the Cyber risk practice guide retains five core principles to help boards understand and approach cybersecurity in their organisations. TE HUARAHI HŌU: THE NEW PATHWAY Our website uses cookies to give you the best possible experience and to help us understand how our site is being used. By using this website you consent to the use of cookies in accordance with our NOT-FOR-PROFIT GOVERNANCE HUB The second pillar - An effective governance culture. 2.1 Board culture. 2.2 Ethics and organisational culture. 2.3 Board architecture – a charter for the board. 2.4 Board composition and succession planning. 2.5 Key competencies for non-executive directors. 2.6 FINANCE ESSENTIALS COURSE Finance Essentials. Our Finance Essentials course is available as a face-to-face course or as an online option. If you prefer to learn and network with other course participants our face-to-face course is a good option. Our online module series provides you with the freedom to learn at your own pace. There are five modules which can be WHAT DO DIRECTORS DO? Performance. directors set objectives and oversee the work of management to ensure it delivers against the vision laid out in the business plan. Directors also: encourage accountability and transparency. manage and reduce risk. contribute diverse views in order to make the best decision for the organisation. Our website uses cookies to give you the best possible experience and to help us understand how our site is being used. By using this website you consent to the use of cookies in accordance with ourPrivacy Policy
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GOOD GOVERNANCE FOR A STRONG NEW ZEALAND Welcome to the Institute of Directors, the professional body for directors in New ZealandJOIN
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REPORTING CLIMATE IMPACTS* date 28 Feb 2020
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DEALING WITH COVID-19 – WHAT BOARDS CAN DO* date 09 Mar 2020
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TAX, TRANSPARENCY AND TRUST* date 05 Mar 2020
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FEEDBACK ON THE SUSTAINABLE FINANCE FORUM’S INTERIM REPORT* date 28 Feb 2020
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PRESENTATION • 2 CPD THE 4 DAY WEEK: A SIMPLE IDEA ON A GLOBAL STAGE * time 12:30pm—2pm* date 13 Mar 2020
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INSTITUTE OF DIRECTORS ROLE — IoD Canterbury Branch Committ... CLOSES — 18 March 2020 THE FOUR PILLARS OF GOVERNANCE BEST PRACTICE Our cornerstone publication, free for IoD members*
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DETERMINING PURPOSE
The board adds value by leading the entity's purpose, goals and strategy. It must take ownership of the entity's strategic direction. Long-term business sustainability is a critical focus of the board.Learn more
AN EFFECTIVE GOVERNANCE CULTURE The board adds value by acting as a team with a high-performance culture, committed to engaged, quality governance of the entity. It supports open debate, diversity, thoughtful challenge and constructivedissent.
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HOLDING TO ACCOUNT
A value adding board holds management to account through informed, accurate and independent oversight of performance and conformance matters. It does not do the job of management, but ensures purpose and strategy are understood by management and implemented.Learn more
EFFECTIVE COMPLIANCE The board adds value by ensuring the entity is, and remains, solvent. It ensures probity of financial reports and processes, and a high standard of compliance with regulatory environments.Learn more
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