Board composition and skills
Skills, experience, independence and diversity against the organisation's strategy and risks, and the gaps that matter.
Board Effectiveness Evaluation
A board that approved something it should have challenged rarely lacked a policy. It lacked the right information, the right questions or the right dynamics in the room. An independent evaluation looks at how your board actually works and what would make it work better.
Board Effectiveness Evaluation
What it is
An independent evaluation of your board, its committees and, if you choose, individual directors. We combine questionnaires, confidential interviews, a review of board papers and minutes, and observation of meetings, and report on how effectively the board oversees strategy, risk, investment and management.
Why organisations need it
The Malaysian Code on Corporate Governance expects boards to undertake a formal and objective annual evaluation, and large companies to engage an independent expert to facilitate it at least every three years. GLCs and statutory bodies face growing expectations of the same discipline. Beyond compliance, an honest evaluation is how a board finds out whether it is really challenging management, especially on investments and major payments, before an auditor or regulator draws that conclusion for it.
What the engagement covers
Scoped to what your board wants to learn, from a full independent evaluation to a focused review of one area such as investment oversight.
Board processes and information
Agendas, papers, time allocation, the quality and timeliness of information and whether the board sees what it needs to decide well.
Oversight of investment and major decisions
How the board handles investments, capital projects, related-party matters and reserved decisions, including whether the right approvals are obtained.
Committees
The work of the audit, risk, nomination and remuneration, and investment committees, and how they report to the board.
Board dynamics and culture
Challenge, openness, the relationship with management and the chair's leadership, drawn from confidential interviews.
Individual director evaluation
Optional peer and self assessment of individual directors, handled confidentially with the chair.
What the business gets out of it
Meets the independent evaluation expectation
Supports the MCCG expectation for large companies to use an independent expert at least every three years, with a report you can reference in your corporate governance disclosures.
Candid views surface
Directors say to an independent evaluator what they will not say in the boardroom.
Better oversight of big decisions
Recommendations focus on where oversight matters most: investment, risk and management accountability.
A development plan, not a scorecard
Findings translate into practical changes to composition, process and director development.
Credibility with stakeholders
An independent evaluation signals to shareholders, ministries and regulators that the board takes its effectiveness seriously.
Useful after a governance failure
Where something has gone wrong, an evaluation shows what needs to change in the board itself, not only in management.
How it works
How the engagement runs
01
Scoping with the chair
Agreeing objectives, scope, individual evaluation and confidentiality rules.
02
Document review
Board and committee papers, minutes, charters and terms of reference.
03
Questionnaires
Tailored questionnaires for directors and key executives.
04
Interviews and observation
Confidential interviews and observation of at least one board meeting.
05
Report to the chair
Findings discussed with the chair before the board sees them.
06
Board session
Presenting findings to the board and agreeing an action plan.
Deliverables
What you receive
Evaluation report
Findings and recommendations on composition, process, oversight and dynamics.
Skills matrix
Current skills against needs, with gaps for the nomination committee.
Committee assessments
Effectiveness of each committee with recommendations.
Individual feedback
Confidential feedback to directors where individual evaluation is in scope.
Action plan
Agreed changes with owners and timing.
Disclosure support
Input for the corporate governance report on the evaluation undertaken.
Who it is for
Who this is built for
Industries
Company sizes
Departments
FAQ
FAQ
Under the Malaysian Code on Corporate Governance, boards are expected to evaluate themselves annually, and large companies are expected to use an independent expert at least every three years. The Code works on an apply or explain basis, so companies that depart must explain why in their disclosures.
Individual feedback goes only to the director concerned and the chair, under the confidentiality rules agreed at scoping.
Usually yes, with the board's agreement. Observation shows how discussion, challenge and decision-making actually work.
Yes. The method adapts to boards whose members are appointed by ministers or shareholders, and to the approvals and oversight those boards carry.
Typically six to ten weeks from scoping to the board session, depending on the board's size and the scope.
Board and committee papers and minutes for the review period, charters and terms of reference, and help scheduling interviews.