Risk Management is the latest topic to get our Golden Rules treatment, this time with a convenient Infographic. We look at the different types of risk and how our cardinal principles of good corporate governance can guide identification and management of these risks.
On 3 October 2016 a Parliamentary Committee Inquiry, set up by the Liberal Party as a counter to a Labor call for a Royal Commission, began to question all four CEOs of the Big Four Banks (Westpac, ANZ, NAB, Commonwealth), on separate days. Was this a genuine effort to change banking culture or a political box-ticking exercise? Our Australia Correspondent, Malcolm Sealy, discusses the issue.
A recent article by Professor Alfred Rappaport in the Financial Times defended his very influential and widely followed philosophy of the primary importance of the pursuit of shareholder value. This has come under increasing criticism in recent years, as the concept of a more balanced stakeholder approach has gained wider acceptance, and particularly as capitalism itself has come under fire since the 2008 financial collapse. So we thought it would be interesting to go back to the source of the controversy and review Prof. Rappaport’s defining book, Creating Shareholder Value, thirty years after its publication, in the light of current views about corporate governance, and see whether we agreed with Prof. Rappaport’s self-justification.
In the UK the National Health Service (NHS), once described as “the closest thing the English people have now to a national religion” is in the spotlight once again as the junior doctors are about to embark on a series of strikes. How can an organisation so popular with the public have developed such a bad relationship with a key group of employees? We look here at the failings in corporate governance which have led to this situation and suggest how applying our Five Golden Rules of Good Corporate Governance could help the situation.
Following the shock result of the Brexit referendum and the subsequent collapse in the value of the pound, the next shock – at least in technology circles – was the announcement that Japanese telecoms and internet giant, Softbank, had made an agreed offer to buy leading UK chip designer, ARM.
In Part 2 of our look at Brexit, it seemed a useful exercise to examine the governance of the country that led to this most disruptive result, against the principles of our Applied Corporate Governance and their application to organisations generally. We analyse the issues considered in the referendum, the key stakeholders and how they have been affected, and set out how our ACG approach would assess this as an exercise in governance.
On 23 June the UK narrowly voted to leave the European Union in a single issue referendum. The result has shocked everyone in the UK, not least those who voted to Leave, who had no real expectation of winning. Indeed, so convinced were they that they were going to lose that they set up a website to gather support for a second referendum. This website then became the vehicle for those disappointed Remain voters who quickly registered over 4 million pleas for a re-run of the Referendum.
There is an on-going debate about whether one person should be allowed to combine the roles of chairman and chief executive. We look at both sides of the argument, studies, statistics and examples of companies with both a separate and combined chairman and CEO and analyse the issue from the perspective of our Golden Rules of Corporate Governance.
The relevance of corruption to corporate governance is clear. A well-governed organisation will not allow corruption either in external transactions or internally. Yet in many companies and indeed regions around the world bad governance and corruption is still endemic. In our quest to improve standards of corporate governance, we review global progress in fighting corruption.
In this article about corporate taxation, we consider the issue of ethics in relation to the way companies currently approach the arrangement of their tax affairs. How do they respond to the tax inducements and the tax demands of the governments under whose regimes they carry out their businesses? How should the boards of multinational corporations and other international companies approach the making of policy in regard to paying taxes, and where do ethics come into it?