Prince Harry, co-founder of Sentebale, was drawn into a public governance dispute at the charity earlier this year. The Charity Commission has now concluded its investigation, finding mismanagement but issuing no formal sanctions. The case highlights the importance of clear governance structures and professional oversight in safeguarding a charity’s mission and reputation.

In all businesses, employees are a key group of stakeholders. Share schemes have long been used to incentivise and reward staff performance and to align their interests with those of the company. As recognition of the need for fairness between investors and other stakeholders increases, and against a backdrop of continuing controversy over some companies’ executive remuneration practices, this event explored the pros and cons, risks and benefits of employee share ownership and how the share schemes landscape may evolve from here.

The Chartered Governance Institute, UK & Ireland, has responded to the Financial Reporting Council (FRC) consultation on the review of the UK Corporate Governance Code (the Code) to urge it to protect the huge benefits of the strong governance environment in the UK, balancing the desire to improve the Code against the proportionality of any additional reporting.

Take a glimpse into the life and career of Claire Bodanis, author of Trust Me I'm Listed

This extract is taken from Charity Law and Governance: A Practical Guide, 2nd edition.

Meet Siobhan Dowdall ACG, shortlisted nominee for our One to Watch 2021 Award, as she tells us what its like to be a Subsidiary Governance Officer at Royal Bank of Canada, London

Of interest to members in all sectors, but particularly those working in listed corporates.

The impact on the company secretary and the board.

According to a poll out today from The Chartered Governance Institute UK & Ireland and governance recruitment specialist The Core Partnership, companies and other organisations are taking a mixed approach to salary sacrifice during the Coronavirus pandemic. Some 41% of executive directors have taken a voluntary reduction in base salary (50% have not), 31% of non-executive directors have taken a reduction (56% have not) and 31% of senior managers on the management board have taken a reduction while 60% have not. There is less disparity in terms of the amount of the reduction with the majority of people across all three groups taking a 20% cut.