Lets have a look at the Board

The Board consists of:
Independent non-executive chairman - accountant
Independent non-executive director - accountant
Independent non-executive director - lawyer
Independent non-executive director - banker
Independent non-executive director - business development/advertising

An example of a skills matrix for analysis of Boards and their capabilities/capacity:

	Column 1	Column 2	Column 3	Column 4
0		Skills, Diversity and Experience of the Board	Chairman​	Director 1​
1		Leadership	​	​
2		Corporate Governance and Compliance	​	​
3		Regulatory Compliance	​	​
4		Membership of Governance or Regulatory Bodies	​	​
5		Position held on Financial Bodies and Councils	​	​
6		Strategy	​	​
7		Senior Management positions held outside RFG	​	​
8		Directorships held outside RFG	​	​
9		CEO / CFO / COO experience	​	​
10		General Management	​	​
11		Tenure – with RFG for up to three years	​	​
12		Tenure – with RFG for over three years	​	​
13		Operations	​	​
14		Occupational Health and Safety	​	​
15		Experience Managing Environment Issues in an Organisation	​	​
16		Project Delivery	​	​
17		Sector / Industry Experience – Retail/Franchising	​	​
18		Geographic Experience – Global	​	​
19		Geographic Experience – Asia Pacific	​	​
20		International Business	​	​
21		Finance	​	​
22		Accounting	​	​
23		Mergers and Acquisitions / Equity / Capital Markets	​	​
24		Experience in Growing a Business	​	​
25		Experience in Implementing Capital Projects	​	​
26		Banking	​	​
27		Business Development	​	​
28		Risk Management	​	​
29		Marketing	​	​
30		Remuneration	​	​
31		Government Relations	​	​
32		Human Resources Management / People	​	​
33		Professional Services	​	​
34		Gender Diversity – worked with females on Boards	​	​
35		Technology in Retail//Franchising	​	​
36		Tertiary Qualifications	​	​
37		Post-Graduate Business Studies and CA or CPA	​	​
38		Residency in Australia	​	​
39		Residency outside Australia	​	​

Further columns for the other directors and last a total column are needed for a full picture.

After reading the above consider whether the Board has the correct composition/skills.

Additionally, there appears to be a shortfall in experience related to RFG's industry. If so, how can the Board and particularly the chairman interrogate the MD on operational/strategic matters?