It is clear that if companies are to benefit from more women in leadership roles, they need to incent them the same as their male counterparts.
his brief commentary suggests that board effectiveness is largely dependent on the expertise of board members and what they do when together in the boardroom appears to be significant.
Perception plays a major role in corporate culture and ethical behaviour. If people don’t believe that corporate leaders know what is going on lower down in their organisation and are failing to receive accurate information, why should they follow the tone set at the top?
In its fifteenth year, the German Corporate Governance Code (Deutscher Corporate Governance Kodex or DCGK) continues to be among the shortest, as well as the most liberal of its kind, both internationally and in Europe. Following several corporate crises in Germany that were considered to be the consequence of poor corporate management, the Code was developed by a purposefully established commission.
Broadening the diversity debate to advance lesbian, gay, bisexual and transgender policies. Not because it is socially acceptable or the politically correct thing to do, but because it generates positive financial results.
Succession planning is one of a board’s most important oversight responsibilities. Accordingly, a majority of corporate boards review the CEO succession planning process annually. Is your board prepared for an emergency CEO succession? Lessons from recent high-profile cases.
The importance of board effectiveness is rising at the exact same time as the pressure placed upon them is on the rise. While many boards are alive to these challenges, and undertake boardroom evaluations in order to assess their effectiveness, many have fallen short of what we have come to define as the standard for an effective board.
If you watch boards as closely as we do, you will note a couple of current trends that are reshaping boards and the way they work: a significant need for boards to acquire new skills that enable them to meet the challenges of a dramatically shifting marketplace while they also replace the core skills that are transitioning out due to age or tenure.
Iberdrola has a long tradition of keeping in contact with its 600,000-plus shareholders holding hundreds of meetings with them – many face-to-face – every year offering shareholders ample choice to provide feedback beyond the AGM.
Winning the prestigious Ethical Boardroom 2016 Award for Best Corporate Governance – Leisure and Entertainment Middle East marks an important milestone in Dubai Parks and Resorts PJSC’s corporate and governance achievements.