Presentation on theme: "2009 Annual General Meeting John Hearne, Chairman Erik Fenna, CEO."— Presentation transcript:
2009 Annual General Meeting John Hearne, Chairman Erik Fenna, CEO
Agenda 4:00 Registration. Voting on Director Positions Opens 4:15 AGM Formal Start 4:45 Voting on Director Positions Closes 4:45 Q&A Announcement of Election Results Interactive Session – Strategic Effectiveness Exploring common opportunities: LIXI and IBM IFW in Financial Services Networking and light refreshments 6:30 close
Welcome Today’s AGM structure –Voting procedures for directors –LIXI financial statements –Outlook for 2010 –Election Results
Voting Procedures Election of board members is by secret ballot – one vote per member Voting will close after the Financials have been presented Ballot counting will follow and results announced immediately thereof
FY 2009 Financials
PROFIT AND LOSS STATEMENT FOR THE YEAR ENDED 30 JUNE 2009
BALANCE SHEET FOR THE YEAR ENDED 30 JUNE 2009
CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2009
Financials – Summary Healthy bank balance, revenue stable in spite of GFC Operating efficiently within budget Low demand for technical resources in 2009 IP and License agreements modified
Outlook for 2010 SBR NECS New Standards and Standardisation Fast-Track Processes High demand for technical resources 4 th Annual LIXI Forum Sep 8 th
Acknowledgements Current and outgoing board members InAssociation Reputation
Close of Ballot Voting
Any other business
Questions & Answers
Session Break next up: Interactive Session on Strategic Effectiveness then IBM and the strategic value of Information Framework
Presenting the LIXI Board for 2009 Martyn Beer Curtis Brager John de la Torre Simon Elwig John Hearne Glenn Lees Simon Libbis Joanne Mather Phil Naylor Mike Thanos »Thank you !
Thanks to all nominees for their commitment to LIXI
Interactive Session on Strategic Effectiveness Tony Crossley, Brand Management John Hearne, LIXI Chairman
Tony Crossley CoreData / Brand Management
Board Effectiveness John Hearne, LIXI Chairman
NFP Boards often have unique aspects….. Lack of clearly identified “owner” of the organisation. Goals are qualitative, not financially driven. Directors are, typically, unpaid volunteers. Are not constructed around skills and experience, rather around other qualifying factors.
Challenges associated with NFP Boards.. Not traditionally thought of as operating to the same standards of commercial sector. Stereotype of inefficient meetings. A hobby - one fits it in between family and employer commitments. Often operating in survival mode Rewards not linked to performance Absence of agreed accountability and reporting standards
Typical failings of NFP Boards Volunteer nature brings passion and commitment, but also a desire to be involved in management responsibilities. Commitment ebbs and flows, creating underperforming well meaning volunteers. Important skills and experience can be inadequate for the decisions confronting the Board. Long Board tenures denies the benefit of fresh perspectives The chair often is the person with most time on their hands, or the most passionate for the cause.
Open Discussion Should the Board be representative or have a minimum composition of skills and experience defined? Should Board members have a fixed term or limit to tenure? Should the selection of chair have a clear criteria? How do members measure an effective Board?
Q & A
Exploring common opportunities LIXI and IBM IFW in Financial Services Earl Butterworth, IBM Global Services