Board of Directors

The Board of Directors is ILSI's senior governing body. It approves ILSI's strategy, budget and annual report, appoints and oversees the Chief Executive, and holds ultimate responsibility for the institution meeting its legal and ethical obligations to members, governments and employer partners.

Board members are chosen for a balance of expertise across labour law, international development, migration policy and institutional finance, and for their independence from any single recruitment agency, employer or government. Board terms, conflict-of-interest rules and meeting cadence are published in ILSI's legal status and code of conduct pages.

What the Board is responsible for

• Approving ILSI's overall strategy and the corridor masterplans described in the masterplan series.
• Reviewing and approving the annual budget and the published annual report.
• Appointing, supporting and, where necessary, removing the Chief Executive.
• Acting as the final internal point of escalation for serious complaints and reviewing significant whistleblower findings that concern senior leadership.

Board members serve fixed, staggered terms so that the Board is never entirely refreshed at once, preserving institutional memory while allowing regular renewal. Current board membership is listed below.

Independence in practice

No director may sit on the board of, or hold a paid role with, a recruitment agency, employer, or government body active in a corridor where ILSI operates, without declaring the relationship and recusing themselves from related decisions. This is enforced through the same conflict-of-interest register that governs ILSI's anti-corruption policy, reviewed at every Board meeting.

How the Board engages with corridors

While day-to-day corridor operations sit with executive leadership, the Board periodically reviews corridor performance directly, including casework trends and member feedback, rather than relying solely on management summaries. This is one of the practical ways ILSI's governance stays connected to what members in Nepal, the GCC states, Malaysia, the Republic of Korea and the United Kingdom are actually experiencing, rather than governance becoming an abstraction disconnected from the corridors it exists to oversee. Directors who join the Board are expected to spend time understanding at least one corridor in depth, not only reviewing summarised reports about all of them, so that Board oversight is grounded in a working knowledge of what corridor operations actually involve.