An effective board is a critical component of an organisation’s business success. The concept of board evaluations to assess effectiveness was introduced by the late Sir Derek Higgs ten years ago, and the UK Corporate Governance Code 2010 subsequently recommended that FTSE 350 boards conduct independent, external board evaluations, at least every three years. The
The Financial Reporting Council (FRC) has finalised its two-yearly review of the UK Corporate Governance Code (Code). What is interesting is not the much-heralded changes – around organisational sustainability, risk, and remuneration – which has generated the most commentary, though hardly anyone can have been surprised with the outcome. If you haven’t seen the new
I have just returned from running a workshop in Dubai where we reflected on the governance challenges facing the region. The 15 participants were chairmen, CEOs, CFOs and company secretaries – from eight industrial sectors, and nine countries (including South Africa). They came from a mixture of public, private, State-owned and family-owned backgrounds. I have
