Board induction programmes
Structured induction for new directors, grounded in the organisation's charter, strategy and risk profile.
A board that reads from the same page decides faster and better. Board evaluation services at ACCUREX work on a board's charter, committees, decision rights and the way members actually meet, so governance stops being a conversation about terms and starts producing decisions.
A new board does not know what it is for yet. An established board quietly forgets, carries old habits past the latest charter, and loses meetings to issues management should have decided. Boards get lost in two directions: toward operational detail they should delegate, or toward principle debates that avoid the choice in front of them. The remedy is the same each time: a short, honest look at the governance documents, the committees and the way the board uses its hours.
Board governance advisory at ACCUREX runs against the board's own charter and governance documents. The scope covers:
Structured induction for new directors, grounded in the organisation's charter, strategy and risk profile.
Review of the board charter, the delegation of authority and each committee's terms of reference against current practice.
Composition, size, mix of committees and the decisions each committee owns.
The data the board sees, the format of committee papers and the metrics that drive decisions.
A short written output: what is working, what is not and the recommended changes.
Share the board's charter and the trigger behind the engagement, and the review can be shaped around them.
Strengthen your boardCharter, delegation of authority, committee terms of reference and recent minutes are read in confidence.
The approach is set to the board at hand — new or established, regulated or not, family-owned or widely held.
A session or series of sessions is facilitated with the board or a committee; peer engagement is used, not a classroom format.
A governance summary is prepared with recommended next steps and the dates to review them.
The session treats directors as peers who already know their business, with the facilitator asking the questions that surface the choices.
The conversation stays with the charter, the delegation, the committee terms and the minutes — not a generic framework.
The board's role is sharpened against management's, so meeting time stops being spent on decisions one or the other should have made alone.
The regulator that applies depends on the sector:
The Capital Markets Authority (CMA) Code of Corporate Governance Practices for Issuers sets the framework for listed boards.
The Central Bank of Kenya (CBK) issues prudential guidelines on governance.
The Insurance Regulatory Authority (IRA) issues governance guidelines for insurers.
The Sacco Societies Regulatory Authority (SASRA) regulates deposit-taking SACCOs and their boards.
The compliance reviewer confirms the applicable guideline before any recommendation references it, because the regulators update their codes and guidelines from time to time.
Boards of regulated, capital-intensive, family-owned and newly formed organisations call ACCUREX in when the stakes of a wrong governance call are high enough to want an outside read. The common triggers are a new chair, a new committee, a regulator review on the horizon, an acquisition, generational succession in a family business, or a board that has simply stopped working the way it did.
Charter, delegation and committee terms, with notes on what is current and what has drifted.
Composition, committees, and the decisions each one owns.
On site or at an off-site venue; peer-engagement format.
Short, named owners, dates for review.
The board's charter and delegation of authority, the committee terms of reference, the composition and structure of committees, the format and content of papers, and the way meetings actually run. The output is a governance summary with recommended next steps, not a graded scorecard.
A training session treats directors as learners; this engagement treats them as peers. The facilitator asks the questions that surface the board's own choices, works against the organisation's own documents, and leaves recommendations the board can decide on.
Both. A new board gets induction and a working set of practices from day one; an established board gets an honest review of what has drifted and what to adjust. The approach is set to the board at hand in the second stage.
A structured session on the organisation, its strategy, risks and regulators; the charter and committee terms; the delegation of authority; a walk-through of the papers a new director will see; and a short post-induction check-in. The induction is prepared for the organisation, not a generic course.
Because they are the ground the board stands on. A charter that no longer matches current practice, a delegation list that is out of date, or committee terms that overlap or under-cover are the common causes of lost meeting time. The review is the first stage for that reason.
Decisions on composition, the number and purpose of committees, and the matters each committee owns and reports on. The output is a short recommendation on structure, which the board can accept, amend or reject at its own meeting.
The data the board actually sees in its papers — financial, operational, risk, people — and whether that set is right. The review looks at how papers are prepared, how indicators are chosen and whether the committee seeing a piece of data is the one that acts on it.
A short written document covering what the review found, what is working, what has drifted, and the next steps with named owners and dates to review them. The summary is for the chair and the board; the detail is kept in the review notes.
The board decides, the management runs. The review names the handful of recurring decisions where the two were being made in both rooms, and recommends which room should own which. Meeting time usually opens up as a direct result.
Depending on the sector, the CMA for listed companies, the CBK for banks, the IRA for insurers and SASRA for SACCOs. The applicable regulator is confirmed at the first stage, and the recommendations reference the current guideline the organisation reports against.
The board's charter and the trigger behind the engagement are what the first conversation covers.
Strengthen your boardTell us what you need. An ACCUREX consultant will respond with practical next steps and a clear scope.
