Blogs

How has the AGM and financial report landscape fared in 2022? What lessons can be carried forward into 2023? What topics are going to be the key drivers of conversations at next year’s AGMs? Are companies doing enough on ESG and executive pay reporting?

In this article, we explore how boards can be effective in continuously reviewing culture in an integrated approach alongside its other responsibilities.

With increasing importance placed on boards embedding ESG considerations in their decision-making and operations, stakeholder capitalism has become something of a buzzword du jour. It is intrinsically linked to sustainability as it is grounded in the view that giving consideration to wider interests, perspectives and impacts leads to long-term value creation.

Provision 17 of the UK Corporate Governance Code requires boards to establish a nomination committee to lead the process for appointments, ensure plans are in place for orderly succession to both the board and senior management positions and oversee the development of a diverse pipeline of succession.

A concern that crops up when companies have been through the IPO process often revolves around boards and current roles. Hypothetically thinking, what would happen if you already have an executive Chair, CEO and CFO that you intend on keeping? Could it cause problems following your IPO?

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In a world that is moving so fast, where the relationship between business and society has probably never been more critical to the survival of our planet; innovation, creativity and the need to be open to what the truth might be, is vital.

In this article Kerry Round of Round Governance Services, follows up on her recent interview for our Engage Governance podcast series. Kerry goes more in-depth regarding changes to the governance landscape following an Initial Public Offering.

Boards need to see their way through the myriad of definitions, interpretations and priorities that have come to be ESG. The question is: how?

Much like governance in general, cyber and information security must be embedded in an organisation’s DNA for it to be truly effective.

Today it seems to be the corporate governance team that has be tagged the 'business prevention team'.

To ensure good business ethics and social responsibility, many companies establish an ethics management programme that aligns with their mission, vision, and values.