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Discover 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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In 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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In 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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In 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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In this episode, Mark Banicevich talks with Jon Davies about technology, artificial intelligence (AI) and governance. He asks how boards should be thinking about AI, and what directors need to ask (even if they are not technical). They discuss the human size of innovation, and potential impacts, and where lived experience can add the most value. They also discuss what traits future directors will need in this rapidly changing environment.
Sport NZ, Nine Steps to Effective Governance, https://sportnz.org.nz/media/kwdjeum0/nine-steps-fourth-edition-final-version.pdf
Institute of Directors, The Four Pillars of Effective Governance, https://www.iod.org.nz/resources-and-insights/4-pillars-landing-page# 
Jon Davies is the CEO of InsuredHQ, an award-winning insurtech headquartered in New Zealand, helping modernize insurance companies across global markets. Jon trained in marine biology and zoology, worked as an professional outdoor guide and paramedic in the USA, and move into technology in the Bay Area and Silicon Valley. He built a career working with and inside startups, scaleups, and giants like Microsoft, NASA, and Yammer. He later served as Tech Sector Lead for New Zealand Trade and Enterprise and sits on advisory boards including the Nasdaq Entrepreneurial Center. He’s also the author of the Top 10 in Tech newsletter and a passionate advocate for using technology to make industries more human, efficient, and future-ready.
#governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #governancebites, #boardroom , #cgi, #charteredgovernanceinstitute, #director, #startup, #technology

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In this episode, Mark Banicevich asks Jamie Green about challenges faced by directors who sit on multiple boards. Mark asks about how directors grapple with the volume of information, and effective methods Jamie has encountered for dealing with it. He asks about the root cause of the challenge, and how realistic it is for directors to connect the dots over time and across boards. Jamie shares some pitfalls that this situation can create, and how tools can be used to address the problem. They discuss how AI may become a valuable assistant in the boardroom, and Jamie shares the best governance advice he has heard. 
Jamie Green is the CEO and Co-founder of Tutaki, an AI-powered co-pilot that helps board directors digest, connect, and act on the vast volumes of information they’re responsible for. He began his career at McKinsey & Company across APAC, where presenting to billion dollar company boards sparked a lasting interest in governance. Before Tutaki, he co-founded and worked across several startups. During this time he met co-founder Adam Clark, an experienced director and board chair who shared his frustration with how disconnected board processes had become. Tutaki is the solution they built. 
#governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #governancebites, #boardroom , #cgi, #charteredgovernanceinstitute, #director, #cpd, #professionaldevelopment, #governancesoftware, #governancetools

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In this episode, Mark Banicevich talks to Professor Lesley Ferkins about leadership in sport governance. Lesley starts by talking about how Professor Keith Grint (Emeritus Professor at Warwick University) talks about leadership. They discuss healthy board dynamics, and collaborative decision making, they key characteristics of an effective board enacting collaborative leadership, and how boards ensure that individual directors contribute effectively. Mark asks how collective leadership at the board level can influence organisation culture, the specific skills required of the board chair, and the division of roles between the chair and the CEO. Lesley also shares advice for chairs of sports organisations. 
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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In this episode, Mark Banicevich talks to Rob Everett about how boards can make their CEOs (Chief Executive Officers) successful. He asks what makes a board-CEO relationship work, and the role the board plays in the CEO’s success. They discuss CEO onboarding plans, the role of governance processes, and the tension between oversight and giving the board space to lead. Mark asks about performance reviews, and balancing performance assessment with genuine support for CEO development. They discuss how boards can unintentionally undermine the CEO, and how support for a first-time CEO differs from support for a seasoned CEO. Rob also shares advice for 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

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In this episode, Mark Banicevich asks Jamie Green about the challenges directors have preparing for board meetings. He asks about the signs of directors being overwhelmed, and the characteristics of board packs that make preparing for meetings challenging. They discuss how directors digest information both within board packs, and across board meetings over time, including background reading. Mark asks about types of board meetings that are more challenging to prepare for, and the role of quality and clarity in the board pack. They also discuss the future of technology in the board room. 
Jamie Green is the CEO and Co-founder of Tutaki, an AI-powered co-pilot that helps board directors digest, connect, and act on the vast volumes of information they’re responsible for. He began his career at McKinsey & Company across APAC, where presenting to billion dollar company boards sparked a lasting interest in governance. Before Tutaki, he co-founded and worked across several startups. During this time he met co-founder Adam Clark, an experienced director and board chair who shared his frustration with how disconnected board processes had become. Tutaki is the solution they built. 
#governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #governancebites, #boardroom , #cgi, #charteredgovernanceinstitute, #director, #cpd, #professionaldevelopment, #governancesoftware, #governancetools

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In this episode, Mark Banicevich asks Steven Moe about the liability of directors. They discuss penalties for breaching the core duties in the Companies Act 1993, and also list several other Acts of Parliament that enact director liability. They discuss potential penalties and defences, and whether there may be liability under common law or contract. Steven outlines steps directors can take to minimise their personal liability, and shares an example of directors found liable for breaches. Steven also shares advice for a director who identifies a potential breach of a director duty. 
Steven Moe is a Partner of commercial law at Parry Field Lawyers in Christchurch, and an experienced director. Steven qualified as a lawyer in New Zealand, and worked for more than a decade on corporate transactions worth billions of dollars while based in London, Tokyo and Sydney. He has written several legal books, including “Start-ups legal toolkit”, “Social Enterprises in New Zealand: and “Capital raising for founders”. Steven also facilitates governance law on the Company Director Course for the Institute of Directors (IoD). His Seeds Podcast, which he founded in 2017, has almost 400 episodes, interviewing interesting people about their lives. He also hosts the Board Matters podcast for the IoD, now in its third season. 
Steven Moe’s profile on LinkedIn (he is happy to connect with you): https://www.linkedin.com/in/steven-moe-0b3b008a/
Seeds podcast with 430+ interviews www.theseeds.nz
Board Matters podcast https://open.spotify.com/show/6aHNCIYEOwqoghkGlwKruU 
Parry Field Lawyers governance resources: https://www.parryfield.com/advisory/governance/governance-essentials/
#governance, #leadership, #corporategovernance, #boardcraft, #decisionmaking, #makingadifference, #ceo, #governancebites, #boardroom, #director, #liability, #directorliability