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Monday, November 30, 2020

Yearly Archives: 2016

Informing the investor community

A ‘traffic light’ rating of company performance is empowering investors and effecting a change in corporate behaviour, write Andrew Ninian Director of Corporate Governance and Engagement at The Investment Association

Gender equality in Latin American boardrooms

Much needs to be done to achieve greater gender diversity in Latin American boardrooms but the foundations for change are starting to build.

Compliance in the insurance industry

Upcoming changes to the insurance framework in the UAE and Middle East will have short-term cost and long-term gain, explains Mohammed Hasan Khan, Chief Risk and Compliance Officer, RAK Insurance

Activist investors: Staying ahead of the pack

Like it or not activist investors are here to stay and are radically changing the business landscape.

Tackling risk in the 21st century

An area of increasing interest and importance to corporations is the systematic inclusion and review of environmental, social and corporate governance issues – often referred to as ESG, writes of Donato Calace of eRevalue

Nomination Committees: Coming out of the shadows

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, says Mala Shah-Coulon, Executive Director, Corporate Governance at EY

Third-party compliance: Doing the right thing for the sake of it

Minimising risk and reputation damage is often a path to the moral high ground, writes Alistair King, Content and Communications Manager, Bureau van Dijk

Rebuilding trust in big business

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, writes Johanne Bouchard

Autism within the boardroom

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, writes David Marks, Managing Director of Levity Crop Science

Seven steps to successful personal governance

Strong and sustainable corporate governance can only happen if those in charge of organisations can demonstrate solid personal governance explains Fredy Hausammann, Managing Partner, Amrop Switzerland and Vice Chair, Amrop EMEA