UK Bank Boards Analysis, July 2020

By Insights

Welcome to the tenth, bi-annual Ridgeway Partners UK Bank Boards Analysis, as of July 2020.

We list all non executive and executive board members, including their board roles, business backgrounds,
nationality, gender and tenure.

We have also included selected analytics on the 346 directors across the 34 banks.

We have divided the sector into the following groups:
Table 1a Largest UK Bank/Mutual Boards
Table 1b Ring-Fenced and Non-Ring-Fenced UK Bank Boards
Table 2 Mid-sized Listed UK Bank Boards
Table 3 Subsidiary/Private Equity/Hedge Fund backed UK Bank Boards
Table 4 Larger UK Building Societies and Leading Irish Bank Boards
Table 5 ‘Neobank’/Fintech UK Bank Boards
Given the unique COVID-19 context, we have added some commentary on impacts on the boardroom and potential future implications.

UK Bank Boards Analysis Report, July 2020

UK Bank Boards Analysis, February 2020

By Insights

Welcome to the ninth, bi-annual Ridgeway Partners UK Bank Boards Analysis, as of February 2020.

We list all non executive and executive board members, including their board roles, business backgrounds,
nationality, gender and tenure.

We have also included selected analytics on the 347 directors across the 33 banks.

We have divided the sector into the following groups:
Table 1a Largest UK Bank/Mutual Boards
Table 1b Ring-Fenced and Non-Ring-Fenced UK Bank Boards
Table 2 Mid-sized Listed UK Bank Boards
Table 3 Subsidiary/Private Equity/Hedge Fund backed UK Bank Boards
Table 4 Larger UK Building Societies and Leading Irish Bank Boards
Table 5 ‘Neobank’/Fintech UK Bank Boards

UK Bank Boards Analysis Report, February 2020 

Ridgeway Partners Diversity Statement

By Press Releases

The events that have recently occurred in the US have further highlighted to us the systemic racism that persists across the world.

At Ridgeway Partners we do not tolerate any form of discrimination or harassment of any kind. We firmly believe that there is no place for racism or inequality in our society and as an organisation we continue to actively challenge and stand against both. We never assume or judge and we believe that active listening and acceptance is the way to share insight. Respect is the key to equality.

As an employer and board adviser, we continue to educate ourselves to identify and prevent bias. We also continue to support and advise clients on diversity, equality and inclusion.

Ridgeway Partners remains deeply committed to our role in promoting diversity and inclusion in the workplace, in the boardroom and beyond.

Ridgeway Partners COVID-19 statement

By Press Releases

The wellbeing and health and safety of our employees, clients and candidates is of the utmost importance to us during this global pandemic. Currently our employees are fully functioning via remote working and we continue to provide full services.

We are closely monitoring and following the advice provided by the Government, the World Health Organisation (WHO) in addition to adhering to the guidelines from Public Health England and Centers for Disease Control and Prevention (CDC) in the United States. Through the use of a range of technologies, we are able to communicate effectively and securely enabling us to maintain our high quality standards.

As a firm we will continue to follow the official guidelines and have a robust plan for the future that will enable us to maintain agility and efficiency whilst also providing an appropriate service to clients and candidates. At all points we will ensure the health and safety of employees, clients and candidates.

Ridgeway Partners Tech Newsletter May 2020

By Newsletter

Few things are more cringe-worthy for CEO’s and heads of HR alike than churning a “rock star” executive only a few months after they’ve come on board.  Given the extraordinary amount of time and expense associated with recruiting an executive hire, this kind of departure hurts the business and the bottom line in painful ways.

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KPMG Ridgeway Partners nomination committee study

By Insights

Few things are more cringe-worthy for CEO’s and heads of HR alike than churning a “rock star” executive only a few months after they’ve come on board.  Given the extraordinary amount of time and expense associated with recruiting an executive hire, this kind of departure hurts the business and the bottom line in painful ways.

Read More

The Future CFO Report 2019

By Insights

Few things are more cringe-worthy for CEO’s and heads of HR alike than churning a “rock star” executive only a few months after they’ve come on board.  Given the extraordinary amount of time and expense associated with recruiting an executive hire, this kind of departure hurts the business and the bottom line in painful ways.

Read More

Leadership in the Digital Age

By Insights

Few things are more cringe-worthy for CEO’s and heads of HR alike than churning a “rock star” executive only a few months after they’ve come on board.  Given the extraordinary amount of time and expense associated with recruiting an executive hire, this kind of departure hurts the business and the bottom line in painful ways.

Read More

UK Bank Boards Analysis, July 2019

By Insights

Few things are more cringe-worthy for CEO’s and heads of HR alike than churning a “rock star” executive only a few months after they’ve come on board.  Given the extraordinary amount of time and expense associated with recruiting an executive hire, this kind of departure hurts the business and the bottom line in painful ways.

Read More