Talent and Culture
Section summary
77
of 100
Section Score
73
of 100
Section benchmark
Section findings
Based on score and priority.
High performance
We have a satisfactory succession plan for key roles in the management team.
84
YOUR SCORE
73
BENCHMARK
Low performance
The board's contribution to matters concerning management appointments and development of a diverse pipeline has led to the desired outcomes.
61
YOUR SCORE
75
BENCHMARK
QUESTION
PRIORITY
SCORE
BENCHMARK
We have a satisfactory succession plan for key roles in the management team.
8.1
82
▲ 8 %
79
We have a satisfactory succession plan for key roles in the management team.
6.3
63
▼ 2 %
69
We have a satisfactory succession plan for key roles in the management team.
4.1
86
▲ 14 %
75
We have a satisfactory succession plan for key roles in the management team.
3.8
72
=
71
We have a satisfactory succession plan for key roles in the management team.
2.4
79
▲ 6 %
75
We have a satisfactory succession plan for key roles in the management team.
2.1
61
▼ 12 %
69
All roles
Non-Executives
Executive
Independent Non-Executives Director
Non-Executive Director
Chair
ALIGNMENT
DISTRIBUTION
10
20
30
40
50
60
70
80
90
100
Provide any additional comments regarding the board's "talent and culture"
The board exhibits a commendable mix of experienced and emerging talents, creating a dynamic and forward-thinking culture. However, there seems to be a missing link in effectively leveraging this diversity to drive innovation and inclusivity across the organisation. While the commitment to professional development and cultural enrichment is clear, a more structured approach to mentorship and cross-functional collaboration could unlock new levels of creativity and problem-solving. Additionally, fostering a culture that not only celebrates success but also embraces failure as a learning opportunity could significantly enhance our agility and resilience in facing future challenges. Enhancing transparency around decision-making processes and actively soliciting feedback from all organisational levels could also reinforce a sense of belonging and commitment to shared goals, ultimately elevating our collective performance and impact.
The board's diversity is its strength, fostering a culture of innovation. More initiatives to bridge the gap between senior leadership and junior members could further enhance our culture.
There's a strong emphasis on talent development, which is positive. However, the culture sometimes feels hierarchical, which might limit open communication. Encouraging more informal interactions could help.
The board has successfully cultivated a culture of excellence and integrity. To build on this, investing in leadership development programs could help nurture the next generation of board talent.
Our board's culture is one of its most valuable assets, promoting both collaboration and accountability. To further this, regular culture and talent audits could ensure we stay ahead of industry trends and remain an employer of choice.