Governing Body Performance Assessment - International

Why Your Interest? - As a Director or Governing Body ...

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Are you serving on a Governing Body, Board, a Director, a Member of the Board’s Nomination Committee, the Company Secretary or the Chief Executive Officer or equivalent of your organisation? Perhaps an aspiring “new Director” seeking a Governing Body seat?

Then this GRC Consulting Service is of interest to you personally and will benefit your Governing Body.

We assist you directly with this Service in assessing:

  • Individual Directors – your competencies,
  • The Governing Body – those of your fellow directors, as a team,

thereby enabling, for the Governing Body, the establishment of:

  1. collective current competencies position,
  2. their priority to your future strategy,
  3. establishing hurdle benchmarks, and in so doing,
  4. establishing priority areas of strategic importance to the Governing Body that require attention,
  5. and an Action Plan to address shortfalls/make material improvements,
  6. with the outcome of improving the Governing Body’s capabilities and performance.

All founded on the very best of Global Best Practices for Directors and Governing Bodies from GRC Consulting.

Simple to understand, Simple to implement and Simple to use.

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On-Page Menu Linking ...

For your convenience, we have structured the Governing Body Performance Assessment Service information on this page into the following major sections.

The headings are followed by an “On-Page Link” Button which when clicked, will navigate you directly to the selected section.

Why Your Interest? – As a Director or Governing Body …

Why Your Interest? – Our Approach …

Why Your Interest? – Performance is Paramount …

Why Your Interest? – Service Provider Checklist …

Why Your Interest – Why GRC Consulting’s Service? …

Competence – What are we talking about here? …

Competence – Further than talking – All Performance …

Introduction – GRC Consulting Competency Framework …

GRC Consulting Competency Framework – Overview …

GRC Consulting Competency Framework – Section Detail …

GRC Consulting – Competency Assessment Service …

Competency Service – Director Level Reporting …

Competency Service – Governing Body Level Reporting …

GRC Consulting – Competency Service Value Overview, Next Steps and Process …

Why Your Interest? - Our Approach ...

In our search to help Governing Bodies solve their complex problems, we carefully evaluated every single Governing Body / Board / Director Performance-Competency Assessment Framework available publicly Globally.

The reality is there are:

  • Not many available and furthermore,
  • Are not what we consider as “International in Context”, nor,
  • Global Best Practice to address the concerns of working and practising Directors behind the desk.

In addition, we also found that: 

  • They were largely outdated, not kept current, and consequently,
  • Not reflective of current business practices, best practice corporate governance, or current affairs,
  • Narrowly focused, trying to emulate a standard and not the practicalities of sitting directors.

Consequently, with our focus on solving complex problems for Governing Bodies and their Executive Leadership, utilising our creative skills, methodologies and technologies, we believed we could do better for our Governing Bodies, their Directors and Executive Leadership.

Not only have we ensured that our Service is updated with current global affairs and Global Best Practices and that we continually ensure its currency, but also that it is consistent with ISO37000:2021 on Governance and other leading relevant standards.

Simple to understand, Simple to implement and Simple to use.

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Why Your Interest? - Performance is Paramount ...

We Help Governing Bodies solve their Complex Problems – Largely to improve Performance.

The overwhelming majority of Governing Bodies today are under increasing pressure. They are busy and have a full and increasing agenda. As a business imperative, they have to up their game. They have to improve Performance, do more with less, achieve greater and greater more efficiently, be more effective, reduce risk and obstacles, but above all else, improve their Performance.

Performance is paramount – and why we have geared our:

3 Triangles Core Competency Framework for Governing Bodies and their Directors” – © GRC Consulting 2021.

to focus on and improve Performance, to use the very best in Global Best Practice to achieve this.

Our advice, if you are serious about improving your position as a Director, if you are serious about improving the performance of your Governing Body, then only consider a service that is current and up to date with best practices and current affairs around the globe. Why would you use a service based on the minimum standards or, worse still, outdated standards/best practices? Why buy obsolete information or an obsolete service and waste your governing body and or director time. GRC Consulting understands this and the need for Governing Bodies and Directors to achieve the highest levels of Performance. Trust our Competency Service; it’s up to date and includes the very Best of Governing Body and Director Best Practices and Standards. Your Performance is Paramount.

Simple to understand, Simple to implement and Simple to use.

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Why Your Interest? - Service Provider Checklist ...

We Help Governing Bodies solve their Complex Problems – Largely to improve Performance.

Serious about improving your position as a Director, the performance of your Governing Body?

Looking at a similar service? Use this checklist to assess your Choice:

Service Provider Checklist Criteria

Others

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Updated regularly for the current global issues before Governing Bodies/Directors?

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Considers the Global Business Environment and Markets?

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Considers the organisation’s External Stakeholders?

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Considers the Laws, Regs and Business Norms facing the organisation?

?

Considers the “Game of Business”/how to best position the organisation?

?

Considers best practice of “How to operate” as an organisation?

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Considers the best practice of “How to behave” as an organisation?

?

Considers the organisation’s Internal Stakeholders?

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Addresses Director Competency Profile and Fundamental Principles?

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Addresses Best Practice Governing Body Agenda/how it all works?

?

Addresses Best Practice Governing Body Decision Making/how it is all achieved?

?

Simple to understand, Simple to implement and Simple to use.

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Why Your Interest - Why GRC Consulting's Service? ...

  • We are entirely agnostic to any Corporate Governance Framework. We always seek Best Practices.
  • We source the best Corporate Governance Practices Globally to achieve the best Performance.
  • We update annually – what is the point of buying outdated advice? We don’t provide this.
  • We source and update annually the current global issues facing governing bodies and directors.
  • We focus on improving Performance, not tick marking you to a country governance standard.
  • We focus on what best practice directors should understand to do their jobs effectively.
  • We focus on best practice governing body processes that directors should understand to operate.

To perform, you and or the Governing Body have to be Competent.

We want you to achieve the highest levels of understanding of Director/Governing Body Competence.

We want you and your Governing Boy to have the highest possible Performance!

Don’t You?

Simple to understand, Simple to implement and Simple to use.

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Competence - What are we talking about here? ...

Competence. (the ability to)

A director’s ability (power, skill, means and or opportunity) to do something successfully and or efficiently.

Competency. (the skill needed)

A director’s capability (ability, aptitude or fitness) to apply and or use a set of related Values, Knowledge, Skills, and or Experience (Competency Profile).

Competency Profile.

A director’s Competency Profile (Values, Knowledge, Skills and Experience), particularly their Values, is the foundation of their “Ethics”. They guide the personal view of “good/bad” or “desirable/undesirable”, creating the basis for personal judgements, their personal “moral compass”, and actions.

A director’s Values drive what is individually essential and may be so ingrained as to be second nature to the director, without any conscious consideration.

Directors need to understand their Values, the impact and of their independence and self-positioning to correctly balance individual self-interest and therefore act in the organisation’s best interests.

A director’s Competency Profile impacts directly any Fundamental Principles, Core and or Functional Competencies and is essential to understanding this in doing Competency Assessments.

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Competence - Further than talking - All Performance ...

Simply, if we increase the director’s competence:

A director’s ability to do something successfully and or efficiently = We improve Performance.

Collectively, if we improve the Competence of the Governing Body = We improve Performance.

So far, not a single mention of Corporate Governance, Why?

As stressed, we are not here to “tick mark” you on a corporate governance framework.

However, it is crucial to understand the linkage.

To keep it simple, the Cadbury Committee in 1992 defined Corporate Governance as “the system by which organisations are directed and controlled” – ( … by the Governing Body/Directors).

King IV, 2016, defined Corporate Governance as “the exercise of ethical and effective leadership by the governing body towards achieving the following governance outcomes: Ethical culture; Good performance; Effective control; and Legitimacy“.

ISO37000:2021, defines the Governance of Organisations as a “human-based system by which an organisation is directed, overseen and held accountable for achieving its defined organisational purpose“.

Simply put, improving Competence in ethical and effective leadership through directing, managing and controlling, across the spectrum of what best practice directors and governing bodies have to do in practice/”sitting behind the desk”, Will lead to Best Practice Performance.

This GRC Consulting Service focuses on Director/Governing Body Competency Assessments to do this.

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"3 Triangles Core Competency Framework for Governing Bodies and their Directors"

Introduction - GRC Consulting Competency Framework ...

3 Triangles

Core Competency Framework for

Governing Bodies and their Directors“.

© GRC Consulting 2021. GRC Consulting and its “3 Triangles Core Competency Framework for Governing Bodies and their Directors, words, diagrams and associated logos are Trademarks. All rights are reserved to GRC Consulting. No reproduction, modification, or use in any form may be undertaken without the written permission of GRC Consulting.

We have Challenged the Status Quo and Achieved Simplicity to directly benefit you.

We have thought differently, to solve one of the challenges facing Directors and Governing Bodies and their efficient and effective functioning for long term benefit.

We are providing a Unique Tailor-made Solution that delivers a Governing Body and Directors Competency Assessment Service in beautiful simplicity.

Simple to understand, Simple to implement and Simple to use.

We are Boardroom Leadership Governance, Risk and Compliance Experts.

Want to work with us?

Are you concerned? Do not know where to start to establish your Benchmark or Future Development? Want to improve your Performance?

Please don’t wait until it is too late or expensive, or you have lost a Governing Body seat.

Act now and click on the website link to receive the GRC Consulting

Director and Governing Body Competency Assessment Service.

This service provides an approach to addressing your Director and Governing Body Competency, which is appropriately structured through a repeatable process. Importantly, you end up with an Internationally grounded and Globally accepted Competency Assessment that is current and International Best Practice.

Sleep more peacefully and without concern as to your future because you took

the right action at the right time when no one was looking!!!

As Corporate Governance Experts, we provide a directly relevant service offering that delivers a tailor-made, actionable Competency Service for your Directors and Governing Body.

Simple to understand, Simple to implement and Simple to use.

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GRC Consulting Competency Framework - Overview ...

The following Section covers the GRC Consulting Competency Framework Overview, which is in a high-level summary format.

Please click on each of the “Toggle Indicators” or Overview Headings to display or close the relevant Sub-Sections:

Overview of the Framework’s 3 Triangles and their 9 Side Interfaces …

GRC Consulting firmly believes, that to be of true value to Governing Bodies and Directors, the Competency Framework must be as practical and oriented to working life as is possible.

It must take the perspective of the director sitting behind the desk, facing real life, having to consider and do the things that governing bodies and their directors have to do, that they have to deal with:

The external business environment to the organisation, and actively consider: the business Environment (E); the Markets (M); from international, regional, country and local perspectives; and External Stakeholders (ES).

Deciding “how best to play the game of business” for the organisation, and actively consider: Laws & Regulations (LR); the Business Norms (BN) of what is expected without laws and rules; and the best Organisational Positioning (OP).

Having decided on the best Organisational Positioning (OP), to then actively consider, implement, manage and control to achieve the best performance: How We Operate (HWO); How We Behave (HWB); and Internal Stakeholders (IS).

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Competency Profile & its Impact on the Competency Focus …

A director’s Competency Profile impacts directly any Fundamental Principles, Core Competencies, and or Functional Competencies and important to understand this in doing Competency Assessments.

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Explaining the 4 Elements of the Competency Profile …

Values: A director’s Values, are the foundation of the director’s “Ethics”. They guide their personal view of “good/bad” or “desirable/undesirable”, creating the basis for personal judgements, their personal “moral compass”, and actions. A director’s Values drive what is individually essential, and maybe so ingrained, as to be second nature to the director, without any conscious consideration. Directors need to understand their Values, the impact and of their independence and self-positioning to correctly balance individual self-interest and therefore act in the organisation’s total best interests.

Core Competency Circle - Line North - Cropped

Knowledge: A director’s Knowledge, is the director’s familiarity, awareness, or understanding of facts, information, descriptions, or skills acquired through their theoretical or practical understanding, experience or education by perceiving, discovering, or learning from which the director is usefully able to bring to bear in the organisation’s total best interests.

Experience: A director’s Experience, is their knowledge and practical wisdom gained by having observed, encountered, met with, felt and or undergone real-life occurrences from which the director is usefully able to bring to bear in the organisation’s total best interests.

Core Competency Circle - Line South - Cropped

Skills: A director’s Skills, is their ability to use their honed expertise, talents, knowledge and experience, effectively and readily in the execution and performance of their mandate in the organisation’s total best interests.

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Explaining the 3 Elements of the Competency Focus …

Fundamental Principles (F.P.):

A director’s foundational and internal theory, law and or rules, guiding their behaviour, perspectives and actions in what is right and wrong.

Core Competencies (C.C.):

A director’s Core Competencies are the scope of those individual critical competencies providing the foundational framework of a Director’s behaviours required by the director’s occupational roles and requirements. These are the set of honed expertise bought to the table by the director.

Functional Competencies (F.C.):

A director’s Functional Competencies are the scope of those competencies defined by the duties, requirements and responsibilities (“functions”) to execute the organisation’s mandate. These are the organisation’s general functional driven requirements.

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GRC Consulting Competency Framework - Section Detail ...

The following Section covers the GRC Consulting Competency Framework, which is in a Sectional Detail format.

Please click on each of the “Toggle Indicators” or Overview Headings to display or close the relevant Sub-Sections:

External Business Environment and External Stakeholders …

We constantly monitor and record the most important matters being considered, debated and reported on globally, such as from Davos, World Risk Institutes, Global Governance, Director Forums, Thinktanks, Leading Consultancies, News and others, tabulating the Top Issues facing Governing Bodies and their Directors.

We update our Methodology to reflect these as the top key global matters that, as Governing Bodies and Directors, we expect you to be conversant with and ensure an appropriate Spread across a PESTLE Framework and Markets.

External Stakeholders (ES):

We consider the current Best Practice Governance approach, processes and Public Reporting requirements addressing External Stakeholders.

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“How Best to Play the Game of Business” …

The scope of Laws and Regulations (LR) is addressed across an understanding covering:

Business Norms (BN) – what is expected without Rules & Regs, is addressed covering:

Licence to Operate Rules – or Descriptive Rules in the organisation’s chosen area. How these provide or can be utilised to operate to the best advantage, together with the longer-term forces governing their future.

Universal Understandings Rules – or Normative Rules in the organisation’s chosen area, such as ethics, corporate governance, the environment, health, safety and social investment amount others, and how these provide or can be utilised to operate to the best advantage, together with the longer-term forces governing their future operation.

Aspirational Leadership Rules – those few simple truths that are crucial to providing a winning business edge and sustainability and how these provide or can be utilised to operate to the best advantage, together with the longer-term forces governing their future operation.

We cover Market Leadership through Customer Value Focus and Organisational Positioning (OP):

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“How We Operate” …

How We Operate (HWO):

We cover Best Practice expectations of Governing Bodies and Directors on:

How We Operate (HWO):

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“How We Behave” and Internal Stakeholders …

How We Behave (HWB):

We cover Best Practice expectations of Governing Bodies and Directors on:

Internal Stakeholders (IS):

We consider the current Best Practice Governance approach, processes and Public Reporting requirements addressing Internal Stakeholders.

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Competency Profile Approach …

Our approach to assessing a director’s Competency Profile (Values, Knowledge, Skills and Experience) together with Fundamental Principles, Core and Functional Competencies is founded on the premise that:

A director’s Competency Profile impacts directly any Fundamental Principles, Core Competencies, and or Functional Competencies, and why the model opposite shows the Competency Profile components “circled” around the latter.

Further, with respect to the Competency Profile element of “Skills”, which we designate as “ability to use their honed expertise” / the set of honed expertise bought to the table by the director and Core Competencies, it is not practical, given that each director/business/industry/etc. may drive specialisation, to take a direct approach to “Skills” assessment, for these obvious reasons and implications to an efficient assessment. GRC Consulting focuses on “Performance” and, therefore, the consequent “director’s actions” aspect of the impact of this honed expertise. We utilise a Best Practice “Decision Framework” that governing bodies and directors may follow in conducting the governing body’s “business around the table” and taking action on requirements before the governing body to adopt a “Practical and Performance-Oriented” professional approach to these two areas.

For Functional Competency assessment, we utilise a “Best Practice Governing Body Agenda Framework”, which includes the Best Practice Elements of: what High Performing Boards execute on; and what Best Practice Corporate Governance requires; in conducting governing body business and through these “functional” elements of what agenda business is undertaken to base the assessment.

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Competency Profile – Values and Experience …

Values: A director’s Values are the foundation of the director’s “Ethics”. They guide their personal view of “good/bad” or “desirable/undesirable”, creating the basis for personal judgements, their personal “moral compass”, and actions. A director’s Values drive what is individually essential, and maybe so ingrained, as to be second nature to the director, without any conscious consideration. Directors need to understand their Values, the impact and of their independence and self-positioning to correctly balance individual self-interest and therefore act in the organisation’s total best interests.

Core Competency Circle - Line North - Cropped

Experience: A director’s Experience is the knowledge and practical wisdom gained by having observed, encountered, met with, felt and or undergone real-life occurrences from which the director is usefully able to bring to bear in the organisation’s total best interests.

Core Competency Circle - Line South - Cropped

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Competency Profile – Knowledge …

Knowledge: A director’s Knowledge is the director’s familiarity, awareness, or understanding of facts, information, descriptions, or skills acquired through their theoretical or practical understanding, experience or education by perceiving, discovering, or learning from which the director is usefully able to bring to bear in the organisation’s total best interests.

Core Competency Circle - Line Right - Cropped

We focus on performance. We view the greatest benefit to the governing body and directors, where through this service, we leverage competencies and enhance collective capabilities through knowledge. We have collated Best Practices from Governing Body Dynamics, Corporate Governance, High Performing Governing Body and Director Practices that focus on the Governing Body in action, as follows:

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Competency Profile – Skills and Core Competency …

Core Competency Circle - Line Right - Cropped

Skills: A director’s Skills is their ability to use their honed expertise, talents, knowledge and experience, effectively and readily in the execution and performance of their mandate in the organisation’s total best interests. We utilise a Best Practice “Governing Body Decision Framework”:

“Decision Framework”

Skills and

Core Competencies:

We utilise a Best Practice “Decision Framework”:

1. Frame it – Define and understand the matter to be decided upon with the end objective in mind. We translate the practical issue or problem into an answerable question.

2. Shape it – Develop the options/solutions to the matter that may result in a successful objective outcome. We systematically search for and retrieve the required/associated evidence.

3. Evaluate it – Apply values, knowledge, skill and experience to evaluate the matter and its options/solutions. We critically judge the trustworthiness and relevance of the evidence.

4. Refine it – Identify and eliminate the weaknesses in the proposed options/solutions. We weigh and pull the evidence together.

5. Conclude and Decide on it – Summarise and conclude upon the best option/solution and finalise the decision. We consolidate and apply the proven evidence, assess the outcome and conclude.

6. Act on it – We approve the guidelines and implementation to give effect to the decision. We take action.

7. Monitor it – Ensure ongoing report back and oversight to its logical conclusion. We maintain oversight and feedback.

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Competency Focus – Fundamental Principles …

Fundamental Principles (F.P.): A director’s foundational and internal theory, law and or rules, guiding their behaviour, perspectives and actions in what is right and wrong.

We focus on performance.

We have used advanced searches on leading Governing Bodies, Directors, Corporate Governance, Past reported Governance Failures, Leading Director bodies, Thinktank Reports and similar, to extract the listing of a Director’s Fundamental Principles.

From this research, we have distilled the prioritised Listing of Fundamental Principles that Leading Practicing Directors should be consistent with, in their fiduciary and governing body duties and incorporated them into our Competency Assessment.

Fundamental Principles:

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Competency Focus – Functional Competency …

Functional Competencies (F.C.): A director’s Functional Competencies are the scope of those competencies defined by the duties, requirements and responsibilities (“functions”) to execute the organisation’s mandate. These are the organisation’s general functional driven requirements.

We utilise a Best Practice “Governing Body Agenda Framework”:

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GRC Consulting - Competency Assessment Service ...

The following Section covers the GRC Consulting Competency Assessment Service.

Please click on each of the “Toggle Indicators” or Overview Headings to display or close the relevant Sub-Sections:

Competency Assessment Service – Basis of Assessment …

We base the Competency Assessment on the criteria that you can base your Performance and follow up Development Plan actions on:

1. Evident:

The degree to which your Contributions are plain, obvious, clearly seen, tangible, “in support of”.

This is reflective of “work ethic/evidence“.

2. Effective:

The degree to which your Contributions are successful in producing the desired results.

This is reflective of “Performance”.

If you were in front of an Authority, being questioned, the focus of interest may be on:

What Evidence – is there to corroborate your position? – “work ethic/evidence”.

Focusing on Performance to become a “High Performing Governing Body/Director”, the focus will be:

How Effective – were you, such that your claim/position is substantiated? – “Performance”.

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Competency Assessment Service – Our Service Offerings …

We offer this International Service, applicable to all global governing bodies and directors to:

  1. Directors, as individuals –> Director Service (“Director Reports Provided”).
  2. Governing Bodies, as a team of directors –> Governing Body Service (Reports – Please refer below).

Governing Bodies (GB’s) are distinct from individual directors, for the reasons noted below that drive and caters for additional Service Offering Levels and “Governing Body Reports Provided”, as follows:

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Competency Service - Director Level Reporting ...

The following Section covers the GRC Consulting Competency Service – Director Level Reporting.

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Director Reports Provided …

We provide 3 levels of Reports for the Director Service Offering (“Director Reports Provided”):

1. Category Reports:

The Category Reports take to account all Competency Items within a specific Category, which we reflect within a Competency Results Table, that includes individual Competency Assessment reporting item metrics and the Category’s total metrics.

Additionally, we reflect an associated Heat Map Graphic of all Competency Items within the Category.

2. Section Reports:

The Section Reports take to account all Competency Items within a Category’s Sub-section, which we reflect within a Competency Results Table, that includes that Sub-section’s individual Competency Assessment reporting item metrics and the  Category’s Sub-section total metrics.

Additionally, we reflect an associated Heat Map Graphic of all Competency Items within the Category Sub-section.

3. Special Reports:

Special Reports reflect specific areas of focus, whether combining across Category/Sub-sections, to highlight business aspects, governing body, corporate governance, standards, management or other aspects of importance.

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Director Reports Provided – Category Reports Illustration …

  1. Category Reports:

The Category Reports take to account all Competency Items within a specific Category, which we reflect within a Competency Results Table, that includes individual Competency Assessment reporting item metrics and the Category’s total metrics.

Additionally, we reflect an associated Heat Map Graphic of all Competency Items within the Category, based upon Item “Total Score”.

The illustration, for an individual director, reflects separately the specific Category, which Category Report is produced across all Categories.

The Table below reflects the Heading of the specific Category in question, within a Header and Footer, in between which would be listed all of the respective Competency Category Items, by “Ref #”.

In addition, the Table reflects the Basis of Voting results, by way of:

  • Evident
    • Evident Score
    • Evident Standard Deviation
  • Effective
    • Effective Score
    • Effective Standard Deviation
  • Total Score
    • Being the cumulative value of Evident and Effective scoring

The Footer reflects column-wise results and statistics/calculations, covering:

  • Total Score
  • Overall Average
  • Lowest Score
  • Highest Score

The Category Report illustration below, in which only a portion is reflected, is a single high-level page summary report that reflects the 6 GRC Consulting classification format of the Corporate Governance Framework Categories and respective Sub-Section total results, with accompanying Heat Map Graphs for each Category.

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Director Reports Provided – Section Reports Illustration …

  1. Section Reports:

The Section Reports take to account all Competency Items within a Category’s Sub-section, which we reflect within a Competency Results Table, that includes that Sub-section’s individual Competency Assessment reporting item metrics and the  Category’s Sub-section total metrics.

Additionally, we reflect an associated Heat Map Graphic of all Competency Items within the Category Sub-section, based upon Item “Total Score”.

The illustration, for an individual director, reflects separately the specific Category and Sub-Section, which Section Report is produced across all Categories for all Sub-Sections.

The Table below reflects the Heading of the specific Category and its respective Sub-Section in question, within a Header and Footer, in between which would be listed all of the respective Competency Category Items, by “Ref #”.

In addition, the Table reflects the Basis of Voting results, by way of:

  • Evident
    • Evident Score
    • Evident Standard Deviation
  • Effective
    • Effective Score
    • Effective Standard Deviation
  • Total Score
    • Being the cumulative value of Evident and Effective scoring

The Footer reflects column-wise results and statistics/calculations, covering:

  • Total Score
  • Overall Average
  • Lowest Score
  • Highest Score

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Director Reports Provided – Special Reports Illustration – Top 10 …

  1. Special Reports:

Special Reports reflect specific areas of focus, whether combining across Category/Sub-Sections, to highlight business aspects, governing body, corporate governance, standards, management or other aspects of importance.

The illustration, for an individual director, reflects separately the Special Report Topic, laid out in a similar fashion.

The Table below reflects the Heading of the Special Report in question, within a Header and Footer, in between which would be listed all of the respective Competency Category Items, by “Ref #”.

In addition, the Table reflects the Basis of Voting results, by way of:

  • Evident
    • Evident Score
    • Evident Standard Deviation
  • Effective
    • Effective Score
    • Effective Standard Deviation
  • Total Score
    • Being the cumulative value of Evident and Effective scoring

The Footer reflects column-wise results and statistics/calculations, covering:

  • Total Score
  • Overall Average
  • Lowest Score
  • Highest Score

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Competency Service - Governing Body Level Reporting ...

The following Section covers the GRC Consulting Competency Service – Governing Body Level Reporting.

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Governing Body Reports Across 3 Service Levels …

Section 1: Governing Body