Workforce Engagement Director
What good looks like
Most listed companies have appointed a Workforce Engagement Director. Far fewer are doing the role justice.
This governance advisory note draws on the latest FRC reporting, FTSE 350 annual reports, and Gallup's 2025 global workplace research to set out what best practice looks like, where most companies are still falling short, and what to prioritise if you are new to the role.
The Governance Collective Brief - Issue 1
Fund Board Effectiveness - Central Bank of Ireland’s review
The Central Bank's Board Effectiveness Review through the Lens of Diversity and Inclusion examined board and senior management team composition, board evaluation processes, succession planning and strategic decision-making across a sample of fund management companies.
Some good practices were identified and a significant number of areas fell short. This Governance Collective Brief outlines the gaps highlighted and provides practical ideas on how to improve those areas to meet the regulator’s expectations.
The Governance Collective Brief - Issue 2
Ten things to consider before bringing AI into your Boardroom
There will be great benefits to be gained through the responsible use of AI in board governance processes. Boards also need to be considering and mitigating the potential risks of deploying AI and be comfortable with the legal and ethical implications of doing so.
This issue of the Governance Collective Brief sets out ten practical considerations for any board thinking about bringing AI into its own governance processes or wanting to mitigate risks that directors inadvertently create through using AI to assist them in their board role. If you would like to complete our self assessment of your board’s readiness to bring AI into your boardroom, and generate a personalised guide based on your own score, you can access our tool for free here
The Governance Collective Brief - Issue 3
AI and Board minutes
Board minutes are an obvious candidate for AI. Drafting them is slow, it relies on a scarce skill and the tools are now genuinely capable. The minutes are the official legal record of the board’s decisions and deliberations, which is why changing how they are produced deserves more than an administrative decision.
This issue of the Governance Collective Brief sets out what to settle before using AI to assist with your minutes: how you record the meeting, the legal and privilege risks, the effect on candour in the room, retention and deletion, the tools and where accountability sits. The aim is to let boards capture the benefit while protecting the record and the discussion, as well as the trust that directors place in both.
The Governance Collective Brief - Issue 4
The Board’s oversight of AI
There is a great deal of noise surrounding board oversight of AI. With so much advice in circulation, it can be hard to see the wood for the trees. The useful question for any board is how its oversight fits within the role it already holds, rather than how to invent something new.
This issue steps back to what matters. It sets out why AI can seem different, through its pace, pervasiveness, opacity and its agentic form. It gives clear considerations for a board’s approach: the risk profile, the opportunities, the policies and controls, and how much directors really need to understand. It is the groundwork for the framework and checklist that will follow from us.