Report: Q3 Board Appointments 2021

In this report, we look at the breakdown of non-executive and executive director appointments. The long-anticipated ‘Freedom Day’ came 19 days into the third quarter of 2021 in England, finally unleashing the British economy from the remaining shackles of Covid restrictions, albeit with numerous limitations still remaining on global travel. For many businesses, certainly in the sectors most affected by lockdowns, it was a moment of jubilation and relief that they could turn back to the recruitment market to reignite their growth plans following 18 months of stagnation.

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Report: Building Digital Boards

2020 will be remembered as the year the world was forced to make a radical and life-altering pivot. Change has been forced upon organisations and they’ve had to be quick to adapt. One of the major themes that has been accelerated is the adoption and use of digital technology. Whether it’s how we work, where we work, how we shop or how we spend our leisure time, digital technology is embedded in every area of our lives. The barriers to change have been taken down and acceptance of change has never been greater.

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Sequencing the DNA of the Future Chair & Board

Non-financial issues, and non-traditional board measures such as sustainability, D&I, digital transformation and social purpose, are adding new dimensions to board leadership and governance, causing the role of the board to evolve. The pressure is on all board directors, but most of all the chair, to not only take on a more active role but also to reflect on what they personally need to bring to the table as companies look to reinvent themselves for a post-Covid, post-Brexit age.

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Report: Q2 Board Appointments 2021

In this report, we look at the breakdown of non-executive and executive director appointments. The UK economy sprung back to life in the second quarter as the government’s phased reopening plan saw the return of non-essential retail and outdoor hospitality in April followed by indoor hospitality and some events in May. Though England’s so-called ‘Freedom Day’, removing all remaining legal restrictions, was delayed by four weeks, pushing it into Q3, it didn’t blight the growing optimism among UK businesses, which for many has been brewing since Q1.

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How to get C-Suite Alignment on the Mental Health Agenda

In a business that’s all about people, we know first-hand how leaders influence happiness, healthiness and high-performing work environments. Investing holistically in health and wellbeing is high on the agenda of both clients and candidates. At our recent Health Matters for the Workplace event in partnership with Aetna and the InsideOut LeaderBoard, Savannah Group’s Mary Driscoll explored the topic of getting c-suite support on health and wellbeing in the workplace. Pushing mental health up the board agenda brings with it a broad range of benefits related to recruitment, retention, productivity and most importantly, overall workforce health.

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Report: Q1 Board Appointments 2021

In this report, we look at the breakdown of non-executive and executive director appointments. As is tradition, we have crunched the data to identify both new and continuing trends while also highlighting notable individual appointments for the period Q1 2021. Rising Covid-19 infections at the end of last year meant the first quarter of 2021 was dominated by another strict national lockdown in the UK. Yet despite the renewed stress on economic activity, and Covid-19 hospitalisations and deaths spiking higher than the 2020 peak, December to February saw the first quarterly drop in unemployment since 2019, ONS figures revealed.

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Report: Breaking Ground

Diversity is not just a moral obligation or the right thing to do from an ethical standpoint – it’s an economic imperative, powering more profitable, innovative and creative businesses. Through this report, supported by interviews with 24 female E&C CEOs and executive leaders and a range of quantitative data, Savannah Group explores the sheer scale of the challenge and an actionable roadmap to achieving better diversity.

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Report: Full Year 2020 Board Review

In this report, we analyse the board appointments to the FTSE 100 and FTSE 250 listed companies in Q4 2020 and share a deeper analysis of the full year. We now have three full years of analysis and trends from our close monitoring of the FTSE 350 board appointments. Following our 2018 report, we have continued to publish quarterly updates allowing us to see the emerging trends, most particularly the rapid rise in the number of women in the boardrooms and that, in turn, revealed the yawning gap between the relative numbers of women in non-executive director roles and executive director roles, one of the most serious governance issues facing us.

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Report: Succession Planning with Military Precision

This report in Savannah Groups's People and Performance series features lessons for CEOs from the Armed Forces. The British military is renowned for its world-class leadership. Over centuries, they have honed a highly effective structure for identifying and developing leadership talent. The trio of organisations that make up the British Armed Forces – the British Army, Royal Navy and Royal Air Force – are each the size of a FTSE 100 company and have their own leader responsible for managing tens of thousands of people and billions of pounds of budget and assets. They represent the UK on the global geo-political stage, including security, trade, foreign relations and international business partnerships.

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The Unfinished Business of Boardroom Gender Diversity

The Government backed Davies Review in 2011 followed by the Hampton-Alexander Review in 2016, successfully encouraged a voluntary effort to substantially increase the number of women on the boards of the FTSE 350 listed companies and this effort has cascaded down through AIM listed and the largest privately held companies. In 2012, only 12% of the FTSE 350 non-executive directors were women.  Today, it is close to 40% and still increasing. While this success needs to recognised, it also masks a deeper problem. If companies can’t get on top of gender diversity, will they be able to succeed with other forms of diversity?

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