The Question: What initial steps can be taken to integrate climate governance into the responsibilities of public sector Boards?

Episode Description: In the final episode of this mini-series on climate governance in the public sector, we look at the steps that could be taken to implement the framework of statements proposed in episode 2.

The Question: What does a Board need to assure itself about when overseeing the climate action obligations of a public sector body?

Episode Description: In this episode, we suggest a framework of statements that could assist the Board, and the executive, to identify where the Board should be placing its attention. The full framework of statements is available on our Public Sector Climate Governance page.

The Question: What are the climate action obligations of the public sector?

Episode Description: In this first episode we talk about the climate action obligations of the public sector and the expectation that the oversight of climate governance will become part of the Board’s role under the Code of Practice.

Over this series of podcasts, we’ve tried to emphasise how corporate governance can work for the organisation, rather than being a series of external requirements. Here we think about the purpose and objectives of organisations, and how applying governance codes could help organisations to achieve their purpose.

Asking questions is an essential function of the Board. When difficult and unexpected issues arise, those questions can become critical. Here we talk about some of the questions that the Board might want to have at hand.

In our last episode, we talked about the Board’s engagement in the development of strategy. Here, we expand that topic by considering its oversight of progress against that strategy.

The strategy should drive the business of the organisation, but sometimes it’s not as helpful as it might be. In this episode, we talk about how the Secretary can support the Board’s effective oversight of strategy development.

This episode talks about the need to connect the Board’s consideration of risk with the achievement of its strategic objectives.

Boards need to be externally evaluated every 3 years under the Code of Practice for the Governance of State Bodies. This podcast helps the Secretary to prepare the Board for that external evaluation.

Sub-committees are an important means through which Boards can effectively carry out their business, but sometimes a disconnect can evolve that makes it difficult for the Board to maintain oversight. Here we identify 5 issues that can lead to that disconnect and offer some ideas for addressing them.