With coronavirus demonstrating the potential impact of existential threats, is the introduction of an audited resilience statement enough to encourage boards to prepare for and stress-test worst case scenarios?
So what role can (and should) the company secretary play in tackling the climate crisis?
To discuss successfully managing the challenges associated with chairing a remuneration committee
From ongoing environmental, social and governance issues, to uncertain decision-making, here are five predictions for challenges boards will need to address in 2020.
With the new parliament expected to conduct an inquiry into ‘corporate greed’ at Thomas Cook, I’ve been talking to the CIPD about how employers can respond to discontent over executive pay.
The long-awaited probe into the IT crisis, that left 2m TSB customers without access to their current accounts, highlights key governance failings.
Environmental degradation is now the risk that defines our age. As the need to accelerate progress to a low carbon economy mounts, there are three things boards can do to prepare.
Murray Steele, experienced chairman, NED and Programme Director for the FT Non-Executive Diploma, guest blogs on supporting NEDs to challenge the board to become more effective.
It’s not just corporate failures creating a backlash against executive pay. With the public and shareholders demanding a ‘culture of fairness’ we look at three things boards need to consider.
Nearly two decades since the creation of the first Corporate Governance Code, board accountability has evolved to place much greater emphasis on empowering directors to create the right culture and behaviours to navigate new social and environmental challenges.
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