Executive and Non-Executive Recruitment and Transitions

The Nominations Committee

2011-05-08T02:04:00.000-07:00

Nomination Committee

Contributed by Betty Thayer, Non-Executive Director Boyden UK Global Executive Search, the Appointments Commission and visiting lecturer at Cranfield School of Management’s Non-Executive Director Programme

1.0 Introduction

The Combined Code on Corporate Governance states:

“There should be a formal, rigorous and transparent procedure for the appointment of new directors to the board.”

It also says:

“There should be a Nomination Committee which should lead the process for board appointments and make recommendations to the board.”

Ensuring that the board as a whole has an appropriate mix of skills and experience is essential for it to be an effective decision-making body. As with other aspects of corporate governance, the company must be seen to be doing so in a fair and thorough manner. It is important that a nomination committee be properly established with a clear set of terms of reference and authority.

The nomination committee is also included in the European Commission’s February 2005 Recommendation to reinforce the presence and role of non-executive directors on listed companies’ boards and their committees. The composition and role of the nomination committee detailed in the Recommendation to Member States is consistent with that contained in the new Combined Code.

This chapter covers:

• appointments to the board and the duties of the nomination committee;

• balance of the board;

• employing external advisers;

• widening the pool of non-executive directors; and

• nominating and appointing chairmen.

2.0 Appointments to the Board and the Nomination Committee

A rigorous, fair and open appointments process is essential to promote meritocracy in the boardroom and ensure shareholder interests are considered. Following the Higgs Review, the Principles and Provisions underpinning appointments to the board have been considerably strengthened in the new Combined Code. This is augmented by the following supporting principles:

• Appointments to the board should be made on merit and against objective criteria. Care should be taken to ensure that appointees have enough time available to devote to the job. This is particularly important in the case of chairmanships.

• The board should satisfy itself that plans are in place for orderly succession for appointments to the board and to senior management, so as to maintain an appropriate balance of skills and experience within the company and on the board.

The nomination committee has responsibility for board appointments and for making recommendations to the board. A majority of members of the nomination committee should be independent non-executive directors, although there is no guidance on the overall size of the committee.

The chairman or an independent non-executive director should chair the committee, but the chairman should not chair the nomination committee when it is dealing with the appointment of a successor to the chairmanship. The nomination committee should make available its terms of reference, explaining its role and the authority delegated to it by the board.

There are many excellent examples of terms of reference for the Nomination Committee. Several of these are cited in the Appendix.

The nomination committee should meet at least twice a year and certainly in anticipation of the year-end for any actions required at the Annual General Meeting. The chairman of the committee should attend the AGM to respond to any questions which may be raised on matters relevant to the committee.

The nomination committee should also evaluate the balance of skills, knowledge and experience on the board and, in the light of this evaluation, prepare a description of the role and capabilities required for a particular appointment. Anticipating changes in the board are also important, particularly for scheduled rotations or retirements.

The Higgs Review states in its Non-Code recommendations that the company secretary should act as secretary to the committee and it is his or her responsibility to ensure that the committee is properly constituted and advised.

For the key appointment of a chairman, the nomination committee should prepare a job specification, including an assessment of the time commitment expected, recognising the need for availability in the event of crises. A chairman’s other significant commitments should be disclosed to the board before appointment and included in the annual report. Changes to such commitments should be reported to the board as they arise, and included in the next annual report.

A separate section of the annual report should describe the work of the nomination committee, including the process it has used in relation to board appointments. For the appointment of a chairman or a non-executive director, an explanation should be given to demonstrate that an objective and open process was used which could include the use of an external search consultancy, open advertising, web-based services or other mechanisms.

Previous guidance has permitted smaller listed companies to allow the board to act as a nomination committee. This is no longer the case and Higgs recommended that “there should be no difference in the Code’s provision for larger and smaller companies”.

Appendix 1 to this article contains a summary of the principal duties of the nomination committee from the Higgs Report and attached to the new Combined Code.

An excellent detailed Terms of Reference for Nomination Committees has been documented in ICSA Guidance Note 031021.

3.0 Board Balance

The Principle on board balance, states:

“The board should include a balance of executive and non-executive directors (and in particular independent non-executive directors) such that no individual or small group of individuals can dominate the board’s decision taking.”

This has been developed in the new Combined Code by including a set of Supporting Principles as follows:

• The board should not be so large as to be unwieldy. The board should be of sufficient size that the balance of skills and experience is appropriate for the requirements of the business and that changes to the board’s composition can be managed without undue disruption.

• To ensure that power and information are not concentrated in one or two individuals, there should be a strong presence on the board of both executive and non-executive directors.

• The value of ensuring that committee membership is refreshed and that undue reliance is not placed on particular individuals should be taken into account in deciding chairmanship and membership of committees.

• No one other than the committee chairman and members is entitled to be present at a meeting of the nomination committee, but others may attend at the invitation of the committee.

4.0 Employing External Advisers

The vast majority of non-executive directors find their positions through people they know. In listed companies, it is inevitable that there are networks and cross-directorships which will encourage the appointment of people who are known to individual board members.

Since the Review was published in 2003, there have been significant changes to the ways in which listed companies find and appoint non-executives. The important point here is that if the company elects to pursue a process that is not structured, does not consider a wide range of applicants and is not based on a brief, it will almost certainly open itself up to unnecessary scrutiny in the annual report.

One option is to employ advisers in the recruitment process. Benefits of this approach include:

• it is a way to gain access to a wider field of available candidates;

• it is evidence, both internally and externally, that a thorough and professional process has been used in making the appointments;

• even if the nomination committee has strong candidates in mind, it is also constructive to look outside and make comparisons with others who might also be appropriate;

• the use of advisers helps to preserve confidentiality; they can establish availability and check on potential conflicts of interest before the company’s identity is revealed; and

• advisers help to sustain the momentum of the recruitment process; because it is inevitably time consuming.

The key disadvantages to this approach include the costs and the time which the process takes.

Other alternatives include advertising the role in appropriate national and trade publications; using a web-based service (such as www.non-execs.com) to advertise the role; and publicising the role on networking sites such as LinkedIn. Various institutes now offer their members as possible non-executives, e.g. the Institute of Chartered Accountants in England and Wales, the Association of Chartered Certified Accountants and the Marketing Society. If a candidate with a particular background is sought, it is advisable to contact these organisations to advertise the role.

5.0 Widening the Pool of Non-Executive Directors

The composition of a board also sends important signals about the values of a company. A commitment to equal opportunities, which can be of motivational as well as reputational importance, is inevitably undermined if the board itself does not follow the same guiding principles.

Diversity amongst non-executive directors could spring from a number of as yet little tapped sources including: senior management just below board level, lawyers, accountants, consultants, private companies and the public sector. Also companies operating in international markets could benefit from having at least one international non-executive director with relevant skills and experience on their board.

Diversity does not have to mean gender or race. Many listed boards are made up entirely of current and former finance directors. Having a wide mix of functional talent is equally important.

For more information on this topic, see Chapter 3 of the Corporate Governance Handbook.

6.0 Nominating and Appointing Chairmen

An effective chairman is critical for fostering a constructive boardroom environment. However, current experience demonstrates some difficulty in finding able people for this demanding and important role.

It is essential to ensure that the process for appointing the chairman is robust and, therefore, it is worth re-emphasising four important principles fundamental to the process:

• the senior independent director, or deputy chairman if independent, should lead the process;

• a systematic approach should be taken to identify the skills and expertise required for the role and a job specification prepared;

• a short-list of good candidates should be considered, rather than possible individuals being considered in turn; and

• candidates with specific expertise in human capital should be considered. The CIPD runs a scheme for experienced HR professionals who are interested in non-executive, and particularly nomination committee, roles.

Appendix1 Summary of the Principal Duties of the Nomination Committee

Duties

The committee should:

• be responsible for identifying, and nominating for the approval of the board, candidates to fill board vacancies as and when they arise;

• before making an appointment, evaluate the balance of skills, knowledge and experience on the board and, in the light of this evaluation, prepare a description of the role and capabilities required for a particular appointment;

• review annually the time required from a non-executive director. Performance evaluation should be used to assess whether the non-executive director is spending enough time to fulfil his duties;

• consider candidates from a wide range of backgrounds and look beyond the “usual suspects”;

• give full consideration to succession planning in the course of its work, taking into account the challenges and opportunities facing the company and what skills and expertise are therefore needed on the board in the future;

• regularly review the structure, size and composition (including the skills, knowledge and experience) of the board and make recommendations to the board with regard to any changes;

• keep under review the leadership needs of the organisation, both executive and non-executive, with a view to ensuring the continued ability of the organisation to compete effectively in the market place;

• make a statement in the annual report about its activities; the process used for appointments and explain if external advice or open advertising has not been used; the membership of the committee, number of committee meetings and attendance over the course of the year;

• make available its terms of reference explaining clearly its role and the authority delegated to it by the board; and

• ensure that on appointment to the board, non-executive directors receive a formal letter of appointment setting out clearly what is expected of them in terms of time commitment, committee service and involvement outside board meetings.

The committee should make recommendation to the board:

• as regards plans for succession for both executive and non-executive directors;

• as regards the reappointment of any non-executive director at the conclusion of his specified term of office;

• concerning the re-election by shareholders of any director under the retirement by rotation provision in the company’s articles of association;

• concerning any matter relating to the continuation in office of any director at any time; and

• concerning the appointment of any director to executive or other office other than to the positions of chairman and chief executive, the recommendation for which would be considered at a meeting of the board.

Appendix 2 Sources

Terms of Reference for the Nomination Committee

WPP

Aviva

Camelot Group

British Waterways Board

Moneysupermarket

Guidance notes from the ICSA

The Non-Executive Director’s role in Board Assessment

2010-10-24T22:25:00.000-07:00

by Betty Thayer, Director, Across the Board

When I first joined a UK board in 1995 as a Strategic Director, I naively thought that the board just ‘ran itself’. Board papers miraculously appeared from nowhere. Agendas materialised as if by magic. I had no appreciation of the significant effort that the Company Secretary made every day to ensure the smooth running of the monthly board meetings.

Over the past 15 years I have served on and worked with a wide variety of boards. Of course each have had their unique characteristics. But looking back I can see that there are some common features:

• Most Non-Executive Directors (NEDs) are passive bystanders in the organisation, running and evaluation of boards; responding to requests and participating at invitation

• Board papers generally suffer from the issue of ‘more is better’; those preparing the papers assume that those reading the papers want to know every minute detail

• There is a skill in preparing agendas and board packs that is difficult to learn unless one has the experience of having to use the information to make decisions

• Boards are generally stuck in a rut with respect to agendas and discussion mechanisms so it is no wonder many of them do not have the time, or indeed interest, in doing board assessment.

I also observe that there appear to be several different camps when it comes to board assessment:

• Statutory obligation as a listed company. As with most things that are mandatory the level of excitement in conducting an assessment is akin to a long wait in the dentist’s office.

• Crisis-led assessment. When a major event triggers the need to re-assess the whole board – its members, activities and purpose – assessment becomes an interesting and meaningful activity.

• Chair-induced assessment. An undesirable or unusual behaviour prompts the Chair to use assessment to achieve an outcome. Often leaves an aversion to assessment in the minds of the recipients.

• Evangelical board reformer-led assessment. Someone on the board (often the lone woman) passionately believes in the need to ensure boards are robustly managed. Drags the rest of the community with them but generally in the end there is head-nodding that it was worthwhile.

• Vacant lot. Blank canvas. Never done it and has no idea what all the fuss is about. Usually open to be persuaded as long as the cost is reasonable.

So where are you in this varied landscape? And more importantly, where do you want to be?

The enthusiastic participation of the NED in board assessment is critical to success. But sadly many assessment processes tend towards the inevitable box-ticking that we all dread.

How do you avoid an unrewarding process?

• Ensure that the whole board understand the purpose for the assessment and are clear as to the expected outcomes.

• Poll the participants in advance about their positive and negative experiences with assessment. What can you learn to apply to this effort?

• Do the assessment in a relatively short period of time. A process that drags out because people’s diaries won’t accommodate it is doomed to mediocrity.

• Engage an enthusiastic facilitator who can make the process insightful, appropriately rigorous and enjoyable.
How do you know if the process has been a success? The proof is when the participants become mini-evangelists on their other boards.

*********************

Betty Thayer is an entrepreneur, writer, lecturer and executive coach. Visit www.bettythayer.com for more information. Across the Board works with directors to ensure their board process are fit for purpose. Visit www.acrosstheboard.co.uk for more information.

Selling Your Business Before You Start - Lessons from a Successful Entrepreneur

2010-06-02T14:27:00.000-07:00

Are you thinking of starting a new company? In the midst of a start-up? Looking for an exit for an existing business?

I successfully sold my internet-based company to the Financial Times in 2007 (Exec-Appointments Ltd). Here are a few tips to consider when you are thinking about your ultimate exit:

Brainstorm a list of possible buyers including specific companies and types of companies. Research the kinds of companies that they have bought, what they paid and what happened after purchase. What is the 'voice' of the website of each of the companies (for example: elegant, value for money, fun, serious, etc.)?
As you develop your business concept and website keep your shortlist of possible buyers in mind. Would they feel an affinity with your style? Would they naturally consider your business as a possible purchase? Would their customers see your business as complementary to what they do?
Get advice early on from those who have 'been there, done that'. My accountant was in his late 70's when he started advising us. His experience was invaluable in ensuring our financial position was attractive.
Become part of the industry 'grapevine'. Every industry has one. Make sure your company is mentioned in influential publications where buyers will see your company and be tempted to learn more. Either learn the industry inside out or make sure someone in your team is an expert.
Spend money like it is your own (in most cases it probably will be!). Having new desks may seem like a nice idea at the time but spending your money on ensuring your product is the best it can be will yield more dividends that a plush office.
Hire the best people you can afford. An A+ person can do the work of two C's. Don't compromise just to fill a seat.
Find out early how businesses in your sector sell - is it on revenue or profit? You could end up chasing the wrong goal (for example trying to become profitable when the market just wants growth and revenue).
Cut your losses quickly. I fired one sales person after she had been with the company four hours. I could immediately tell that she was a liability not an asset by listening to her speaking to potential customers.
Understand the customer experience. Walk in your customers' shoes every day. This is exactly what potential buyers will be doing.
Keep a due diligence book. A good example can be found at http://smallbusiness.findlaw.com/business-forms-contracts/be3_8_1.html. This will ensure you have all the documents you need to hand when a possible buyer is interested.

The New Depression - What Does it Mean for Executive Recruitment?

2009-02-21T02:31:00.000-08:00

Like me, you may have parents and/or grandparents who remember ‘The Depression’, or at least remember its consequences. When I was a young girl I went with my grandmother to ‘the bank’. Going to the bank was an all day affair – she had bank accounts all over town – each with a modest balance. Her family had lost a lot of money in the crash of 1929 and 40 years later was still cautious about the banking system.

Little did I know that I would end up doing exactly the same – spreading my risk 70 years after the famous crash – unable to decipher who would be the winners and losers. And I have to keep a chart to hand of who owns whom to ensure I don’t put too many eggs in one basket.

Of course, inevitably the discussion comes around to jobs and recruitment. Headlines like ‘3 million unemployed’, ‘7% unemployment’, ‘British jobs for British workers’ are spreading gloom and doom throughout the global employment scene.

I have written many articles about how to put your best self forward to find the right role. And I have recently also written about finding a job in a downturn. (see my blog entry for 9 December 2008)

Roland Gribben, writing in the Daily Telegraph on 12 February, says ‘More companies are lining up to freeze pay or delay settlements as management prepares for the survival game. They are playing safety first in anticipation that the fast deteriorating business outlook means they will be either unable to afford an increase or be forced into making staff redundant.’

Companies and employees are scrambling to find survival strategies that enable them to not only continue trading for the short run but not strangle their future prospects at the same time.

The reality is that all companies need senior management to run the enterprise. So while there is not a standstill in executive recruitment, there is a serious slowdown as employees stick to their seat and only move for extraordinary opportunities. But companies are also looking at the talent sitting at the board table and asking the question – are these people fit for the purpose which faces us today?

A good example is the appointment of Ian Smith to Reed Elsevier. The Financial Times reports, ‘The appointment of Ian Smith to head Reed Elsevier has echoes of how the outgoing chief executive was selected almost a decade ago. Back in 1999, Sir Crispin Davis was seen as “a little untried and untested”, according to one analyst at the time, by virtue of an esoteric career that encompassed consumer goods and distilling. With his career spanning the oil, consultancy, healthcare and construction sectors, the hiring of Mr Smith, who lacks media experience, surprised some commentators. But his record as a dealmaker - he merged Taylor Woodrow with rival George Wimpey and sold General Healthcare to South Africa's Netcare in 2006 - has fuelled talk that he may forge ahead with the long-rumoured merger between Reed and Dutch rival Wolters Kluwer.’

A non-traditional candidate brought in to do different things.

Another point to consider is your own financial health. Back in the early 1990s when the economy was in dire straights I was interviewing in the UK in the management consultancy industry after 10 years with Price Waterhouse in the US. In almost every interview there was subtle questioning about my personal financial position – the firms only wanted to hire people who were not at risk of a) going bankrupt; b) causing embarrassment to the firm through expense misuse; or c) having difficulties in their work performance because of financial issues. Ensuring that your financial position is reasonably sound also demonstrates good judgement that will enhance your professional position in any case.

Finding an excellent executive role today is not easy. Think of yourself as a ‘non-traditional’ candidate. Where would your skills be of particular use? What industries could learn from what you know? How can you demonstrate your value?

Good questions to be asking as you spread your net wider.

© Betty Thayer, 2009

Doing Business in a Downturn

2008-12-09T04:17:00.000-08:00

What are your recruitment and advertising agency clients worried about?

1 Maintaining cash flows
2 Curbing costs

How can you change this to a strategic advantage?

Want to survive the downturn? Here are my top tips for ensuring that your recruitment/advertising business continues to thrive:

• Talk to your clients - it is too easy to rely on email - your clients are lonely...let them know you are out there!

• Talk to your ‘stars’ - your top performers can always get another job elsewhere, even in a downturn. Make sure they know you value their contribution.

• Swing towards consultative ‘help’
–Mini outplacement assistance
–Flexible working / reduced hours

• Offer interim candidates - this may seem a safer bet in uncertain times

• Get into new functions or sectors - the power of the internet means you can easily attract new candidates - you just have to find out where they are!

• Reach into Europe / E Europe / Middle East - not all sectors and geographies are affected. Research new areas where your skills are transferable. Again the internet is a good way to find both new clients and candidates.

A few more points:
• The downturn is here – creative tactics can help ride the wave
• Executives do use the internet to find jobs – and even more are registering for job boards every day
• The UK is ahead in online executive recruitment but the world is shrinking
• There is a role for traditional media coupled with online
• The fastest growing executive market is India but the largest in Europe is Germany
• Candidates want the same experience online as in the newspaper – high quality and integrity - make sure your ads reflect the high standards you want to attract.

For more articles and information visit www.bettythayer.com.
Copyright Betty Thayer, 2008

Executive Grapevine Articles

2008-10-19T04:28:00.000-07:00

Over the past few years I have contributed a column to Executive Grapevine, a leading recruitment magazine. Click on the links below to read back issues.

Is online part of your recruitment strategy for executives? Or are you only using online for more junior roles? Click here

Why do HR and recruitment professionals increasingly view online recruitment as an indispensable activity? Click here

Can you trust what job boards tell you about traffic and users? Click here

Is your recruitment horizon global rather than local? Click here

Online recruitment advertising increased 50% between 2003 and 2004. The UK market is now worth over £100m - no wonder it has the attention of the large community-based internet players. Click here

Consolidation within the online market is accelerating with both vertical and horizontal transactions. Click here

The online ad - a new media phenomenon. Click here

Recruiting Non-Executive Directors on the web - replacing the 'old boy' network. Click here

More executives are opting for a portfolio career - and using the internet to create a new life of work. Click here

Where has all the talent gone? Are we back in a seller's market? Click here

Talent management top of the agenda for FTSE Non-Executives.

Is the internet working for you...or against you? Click here

The candidate experience - does your online application process attract or repel experienced candidates? Click here

Top MBA candidates are in serious demand - do you get the best out of your MBA recruitment efforts? Click here

What's Hot and What's Not? Click here

The demand for Non-Executive Directors has never been higher - are you making the most of this growing market? Click here

London is the world's largest financial centre. When will Dubai be #2? What are you doing about it? Click here

Ten Tips for Online Executive Resourcing

2008-10-19T04:24:00.000-07:00

20 October 2008

Search Consult Global Conference, Frankfurt, Germany

Joining over 250 search professionals from around the world, my presentation provides the top 10 secrets for online recruiting success.

2008-03-18T14:37:00.000-07:00

The UK Non-Executive Director 2008 Networking Seminars

We are pleased to announce the launch of the 2008 networking events.

There are two different types of events this year.

Our main networking events follow the popular format of three expert speakers, a panel session and informal drinks and networking. There are specific themes for each of these events:

London events (16.00 – 19.30)

Tuesday 29 April NEDs in a Family Business
Tuesday 13 May Being a Charity Trustee
Wednesday 21 May NEDs in the Public Sector
Wednesday 11 June Diversity on Boards with a particular focus on women on boards
Tuesday 23 September Getting Value from NEDs

Leeds event

Wednesday 8 October General seminar for current and aspiring NEDs

In addition we have introduced two half-day workshops specifically designed for those interested in their first Non-Executive role. These intensive and interactive events will help you to discover more about the role and how to go about finding your first position. These events also finish with informal drinks and networking. Both will be held in London.

Wednesday 7 May 13.45 – 18.30
Wednesday 15 October

Places at all of these events are limited so register today. Members of the Non-Executive Director benefit from special rates.

To find out more about these events visit www.non-execs.com.

Exec-Appointments acquired by the Financial Times

2008-02-17T05:03:00.000-08:00

The Financial Times has acquired senior management job-board exec-appointments.com as an ideal vehicle for developing its non-print recruitment business.

There are clear synergies between the two businesses. The FT's global presence, brand profile and financial recruitment capability is complemented by exec-appointments.com's strength in senior non-financial jobs. In addition, the acquisition also provides the FT with an established technology platform for further developments.

FT CEO John Riddings commented: “Online recruitment is a key growth area and while the Financial Times is highly successful in print-based recruitment, this acquisition will allow us to crack the burgeoning web-based sector. We can extend the business into Asia and the US and seriously upgrade our recruitment and training offering to both customers and advertisers.
“We've been aware that we needed to upgrade our general online recruitment offering,” he continued. “With no clear leader in the sector, we believe that exec-appointments will rapidly step into the breach.”

exec-appointments' CEO Betty Thayer believes the move will increase the site's appeal to larger corporate clients, as well as providing the opportunity to develop new products for both FT audiences and existing customers.

MBA-Direct and MBA Jobs

2007-10-10T01:13:00.000-07:00

Each quarter I write an article for the Association of MBAs' newsletter, Ambition. If you have an MBA, whether a new graduate or an experienced alumni, why not take a look at http://www.mbaworld.com/ and read about enhancing your MBA career.

If you are interested in seeing the best jobs for MBAs why not visit http://www.mba-direct.com/?

Interested in becoming a Non-Executive Director?

2007-10-10T00:44:00.000-07:00

Are you thinking about a portfolio career? If so you should consider joining The Non-Executive Director at http://www.non-execs.com/. We have a special offer in October for all registered members. Visit the site to join today.

Piccola Accademia comes to London

2007-09-29T06:03:00.000-07:00

Dear Friends,

Following the success of our Montisi Festival this summer and our very well-attended harpsichord and ensemble master classes, we are preparing to bring a slice of Montisi to London on Tuesday, November 20th at 7.30pm at St George’s Hanover Square. As a part of the London Bach Society ‘Bachfest’, our programme will include four harpsichords and four harpsichordists (the cream of our students from the summer master classes, hailing from Poland, Finland, Russia and Israel—including two Bruges prize winners and a Bach Leipzig prize winner). The programme will be led and narrated by acclaimed harpsichordist/conductor Laurence Cummings, who, along with historic strings and noted music journalist Warwick Thompson, will take us on an entertaining journey around Europe with the harpsichord, highlighting differences in national style and influences, with a special emphasis on JS BACH. The programme will include:

First movement Concerto in C major for two harpsichords

Prelude non mesure in A minor

The Hunt
Toccata Quarta from il primo libro

Allemande pour deux clavecins from 9ieme ordre
Sonata in E minor
Air and variations
INTERVAL
Brandenburg V

The programme is intended to entertain, educate a bit, and—most importantly—showcase our Piccola Accademia students.

Tickets for the general public for the concert will be available by phone from the London Bach Society at £18 and £12 (£5 for students) on (01883) 717372 or visit www.bachlive.co.uk. However, we hope you’ll consider a special Premium Pass that also includes a Champagne Reception And Patrons’ Dinner at the Savile Club on Brook St (a 3 minute walk from Hanover Square) starting immediately after the concert at 9.00pm. Passes are £120 each (including the concert), with proceeds and any other donations made on the evening to go towards support of our 2008 master class season. We hope that 60 people will join us for this event, which will afford an opportunity to discuss with students their experiences in Montisi, meet the makers of the four instruments and also meet some of our team members. The Premium Pass can be purchased by a cheque to the British Friends of the Piccola Accademia di Montisi (UK Reg. Charity 1118026). More information can be found on our website at http://www.piccolaaccademia.org/.

I would appreciate your forwarding this to friends who are interested in early music. We are building a wide support group and this is an excellent opportunity to meet like-minded people in a wonderful setting.

Betty Thayer
Trustee, UK Friends of the Piccola Accademia di Montisi

Church Urban Fund

2007-09-27T09:25:00.000-07:00

I sit on the Board of Trustees for The Church Urban Fund - a not for profit organisation supporting social action in the most deprived areas of England. Through our work we support local organisations dealing with the day-to-day effects of poverty where they live. These organisations aim to make a real difference in the lives of those around them.

We work in the top 10% of the poorest communities in England. We use the Church of England's diocesan structure to ensure local knowledge informs our support. It also enables us to have good regional coverage. We support projects in both urban and rural areas.

The Church Urban Fund was set up by the Church of England 20 years ago as an expression of its mission to serve the poorest within our society.

Key areas of our work involve partnering with other organisations to tackle the roots of poverty, advocating on behalf of faith communities and their work at the grassroots, the giving of grants, developing of research and the championing of causes related to poverty.

exec-appointments expands into the Middle East

2007-09-27T09:10:00.000-07:00

DUBAI -- exec-appointments.com, the website for executive jobs, has expanded its operation to the Middle East with a new office in Dubai. Strategically positioned in the Dubai Airport Free Zone, the new office will provide a much-needed presence on the ground for clients throughout the region.Gamal Abdulla, Middle East managing director, said: "Dubai is booming at the moment. There's a lot of enthusiasm and energy here. The economy is moving fast and businesses want to succeed. It's a very young and vibrant place and ideal as a hub between Europe and Asia. "With so much expansion going on, companies need quality candidates for a range of senior roles in financial services, construction, education and telecomms. exec-appointments.com will be the only jobsite based in the Middle East specifically tailored to the senior end of the market."