Regardless of which stations you commute between, if you use the London Underground (or did in ‘old normal’ times), chances are you will have come across an information board brandishing a playful, punchy or poignant quote by the All On The Board duo. The pair of TfL employees have been penning poems and creative messages – covering topics from one-off music events to love and mental health – on information boards at Tube stations since 2017. It was when setting up social media accounts for All On The Board, providing a platform for commuters to post selfies taken with the quotes, that they realised just how far their reach was, and in some cases, which famous faces were seeing the posts. Marks & Spencer is a rare case of a major company where the roles of chairman and chief executive have been combined. Determine the company’s vision and mission to guide and set the pace for its current operations and future development. Determine strategic options, select those to be pursued, and decide the means to implement and support them.

If the executive directors have a collective interest in any matter that goes to the board, the non-executives may effectively be left in control. This situation is commonly seen where a bid for the company is received from the management team, or from a private equity group with management involvement. The executives can play no part in the decision, and it will be for the independent directors to decide alone whether to recommend the bid to shareholders. they hold cross-directorships or have significant links with other directors through involvement in other companies or bodies (this works against the ‘old boys’ club’ method of appointing non-executives: George is finance director at company A and sits as a non-executive on the board of company B; Harry is chief executive at company B and sits as a non-executive at company A); The chairman may not always be a part-time non-executive: many are full time and describe themselves as executive chairman, but the roles of chairman and CEO are at least distinct. In addition to the responsibilities described above, the chairman ensures there is a good working relationship between the executive and non-executive directors and sufficient time to discuss strategic issues. What does on board mean? On board can be a prepositional phrase, or it can function as an adverb in sentences. On board means present, in agreement, or in its most literal sense, safely in a ship.Review and evaluate present and future opportunities, threats and risks in the external environment; and current and future strengths, weaknesses and risks relating to the company. Each of these can be broken down into separate elements (as seen in the overview at the end of this factsheet). Dr Andrew Purkis, trustee, Directory of Social Change, former Charity Commission and board member and former chair or vice-chair of seven UK charities The Football Association's Management Team, working together with The FA Board, Council and staff, aims to deliver an effective and professional organisation for the greater good of English football.

Onboard can also be a verb, where it is HR-speak for hiring and training new employees. It is usually conjugated as the present participle onboarding in phrases like the onboarding process. In this post, I will compare on board vs. onboard. I will use each term in at least one example sentence, so you can see them in context. Developing diverse talent is important, and it is recognised that sustainable change in behaviour and practice requires increased inclusion at a structural level, particularly in governance structures. For individuals to be successful we need to remove barriers previously hindering progress which cannot be done by a development programme in isolation. Advance HE and Wellcome are therefore requiring each participant is supported by an institutional champion. Now, to coincide with the launch of their debut book All On The Board: Inspiring Quotes from the TFL Underground Duo– a curated edit of their whiteboard posts – the duo have come clean, revealing their identities as Ian Redpath and Jeremy Chopra. ‘We wanted the boards to speak for themselves instead of being about us,’ says Redpath, adding that demasking will hopefully allow them more creative freedom. must simultaneously be entrepreneurial and drive the business forward while keeping it under prudent control

Wellcome has put diversity, equity and inclusion at the heart of its new strategy and working with the research community, Wellcome wants to help build a better research culture – one that is creative, inclusive and honest. Please note, we ask for a minimum advance booking size of 4 people on a Friday and Saturday but still welcome walk-in groups of 3 or less on these days.