This is the third article in a series of three looking
at non-executive directors' duties, how these duties interact
with the role non-executive directors play, and how organisations
can get the most out of a non-executive director.
In this Part 3 of our "Across the Board" series
focussing on non-executive Directors, we consider the practical
impact of ASIC v Rich on the non-executive role, and further
explore how companies can get the most out of non-executive
directors in light of the Banking Royal Commission.
For organisations requiring a non-executive presence, or with a
complex or developing corporate governance function, non-executive
directors can provide invaluable reassurance to stakeholders,
support corporate independence and provide technical insight and
experience to the board. However, the suitability and need for a
non-executive director will depend on the nature and complexity of
the business – a positive and independent contribution to one
business
