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AI and Corporate Governance

Reading Time: 3 minutes Introduction Are we taking AI seriously enough in considering its impact on corporate governance?  It would be easy to miss the additional question which has appeared at the end of the current Corporate Governance Code (the Code) consultation.  Where did it come from and who is thinking about it? As a reminder, the question is: […]

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When Directors should.. and need to cut out the middle man

Reading Time: 3 minutes Introduction Board directors play a critical role in overseeing the strategic direction and overall performance of a company. Traditionally, these directors have been seen as stewards of shareholder interests, high-level decision makers and providing guidance to top c-suite executives. However, as businesses evolve in today’s rapidly changing landscape, questions arise regarding the proximity of board

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Stakeholder governance – what is it and what do you need to know?

Reading Time: 3 minutes Social Contract – an agreement, governing the behaviour of individuals and organisations. In our view the governance framework is the Board’s social contract with its stakeholders and is an articulation of accountability, purpose, culture and operational effectiveness. Executive Summary: Effective communication is the key to good governance Stakeholders are those who are likely to be

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Why the cold and cutthroat director is the dinosaur in the room

Reading Time: 5 minutes Boardroom decisions can have broad ramifications, affecting shareholders, stakeholders, local communities, and wider society. To ensure effective decision-making, directors need to be mindful of their physical and mental health, and emotional capabilities. Directors of most companies require a range of experiences, including knowledge of accountancy, law and governance practices. While technical skills and professional qualifications

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Are NEDs really adding value or are they just coasting?

Reading Time: 2 minutes The role of non-executive directors (NEDs) has come under increasing scrutiny in recent years, with some questioning whether they are worth the money they are paid. Critics argue that NEDs are often chosen for their connections rather than their expertise, and that they may not be sufficiently engaged with the organisation’s operations to provide meaningful

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