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The Good Governance Guide to Risk
Risk is something that affects all organisations and if not handled correctly, it can be catastrophic. Our Good Governance Guide to Risk offers complete coverage of this dense, wide-ranging topic and will make sure that you are managing and controlling risk effectively.
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The Good Governance Guide to Boardroom Dynamics
The boardroom sits at the heart of every organisation, yet understanding its inner workings and knowing how to get the most out of it can be highly challenging. Let our Good Governance Guide to Boardroom Dynamics help you successfully navigate this tricky environment. It will arm you with expert theoretical understanding and practical advice, allowing you to influence boardroom performance and ensure that this vital cog is working as smoothly as possible.
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The Good Governance Guide to Strategy
A strong strategy is essential to organisational success, but developing and implementing one can often feel like an overwhelming task. Let The Good Governance Guide to Strategy take you through all the key concepts and stages to ensure your strategy is getting the most out of your organisation.
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Effective Minute Taking, 2nd edition
People frequently find themselves called upon to take minutes, with little guidance on how they are expected to produce an accurate record of what took place. Ambiguous agreements, a vague agenda, interruptions, and a poor chairperson are just some of the factors that can make this a daunting task.
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Company Secretary's Handbook, 12th edition
The Company Secretary’s Handbook is the authoritative guide to company secretarial practice. Coverage is comprehensive, from incorporation to winding up, detailing the procedures associated with boards of directors, company meetings, reporting and shares.
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Company Secretary's Checklists, 11th edition
The Company Secretary's Checklists is the best-selling A–Z checklist guide for the most common company secretarial tasks and transactions. Using a clear step-by-step approach, each checklist guides the reader through a range of common tasks from appointing and removing directors, preparing for company meetings, through to insolvency and winding up.
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The Non Executive Directors' Handbook, 5th edition
The Non-Executive Directors’ Handbook has been refreshed and fully updated for this 5th edition and, given the increasingly significant role played by Non-Executive Directors in the independent oversight of organisations, it acts as an essential source of reference and route map for the role.
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Non-Executive Directors' Checklists
Non-Executive Directors’ Checklists is your easy-to-use A–Z guide to the key tasks and responsibilities of a non-executive director (NED). It is designed for quick reference, with each entry including an introduction and explanation, a checklist of points to consider, procedures to follow and cross-references to relevant legislation and regulation. This book promises to become an essential part of your bookshelf and one that will make your everyday duties as smooth and efficient as possible.
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Directors' Handbook
The role of director is vast, complex and ever-changing. Let this handbook be your guide to everything you need to know about being a director. Both highly accessible and practical, it will be a great resource for directors at any stage of their career, from aspiring directors to experienced ones, as well as for their advisers – particularly company secretaries and governance leads.
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Directors' Checklists
Directors’ Checklists is your easy-to-use A–Z guide to the key tasks and responsibilities of a director. It is designed for quick reference, with each entry including an introduction and explanation, a checklist of points to consider, procedures to follow and cross-references to relevant legislation and regulation. This book promises to become an essential part of your bookshelf and one that will make your everyday duties as smooth and efficient as possible.
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Corporate Governance Unlocked
Corporate governance is something with which we are all increasingly familiar, but which is often misunderstood. Many organisations adhere to what they think is best practice in corporate governance without truly believing in what they are doing, or the benefits which it can bring.
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