While much attention has focussed on the activities of a board’s remuneration, audit and risk committees, the nomination committee is emerging from the shadows as more companies recognise their potential.
Developing and maintaining meaningful and positive relations can build trust and empowers leaders to achieve their objectives.
It is time for all constituencies to be conscious and aware of their respective roles and responsibilities and to exhibit the will to succeed beyond profits and power.
In the UK it is believed that only 15 per cent of people with Autistic Spectrum Disorder are in paid employment, so it is no surprise that we don’t see autistic people in the boardroom.
Strong and sustainable corporate governance can only happen if those in charge of organisations can demonstrate solid personal governance. By Fredy Hausammann, Managing Partner, Amrop Switzerland and Vice Chair, Amrop EMEA
Calls by analysts, governance experts and legislators for boards to separate the roles of CEO and chairman continue to rise but the benefits of doing so are not cut-and-dried.
Bringing in new directors is a delicate yet valuable way of building a visionary board.
Achieving higher board effectiveness goes well beyond adhering to rules, regulations, legal and ethical compliance.
Embedding a healthy corporate culture through improving behaviour and high-quality reporting is vital to the success of any business.
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.