Brexit referendum – was this good governance? (Part 2)

brexit2

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.

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Brexit referendum – was this good governance?

brexit

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.

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Should the roles of Chairman and CEO be split?

Chariman-CEO

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.

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Corruption and Corporate Governance

corruption

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.

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Corporation Tax: is it an ethical issue?

corporate-taxation

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?

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Active vs Passive Management and Stewardship

Image of unrestored and restored vintage cars representing passive vs active investment management and stewardship

So-called “Passive” investment funds, which follow the markets rather than invest actively in companies, are growing in number. But are they really “passive” owners? Research suggests otherwise. We look at the data and whether, as stewards, they can and do influence corporate governance and performance in their investee companies.


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Sovereign Wealth Funds and the Santiago Principles: The ACG View

Picture of gold bullion representing the ACG article on Sovereign Wealth Funds and the Santiago Principles

In recent years the Sovereign Wealth Funds (SWFs) have started to make waves in Corporate Governance. In our regular look at governance in a range of sectors and regions, we examine SWFs and assess their governance code, the Santiago Principles, against our own Golden Rules.


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Banking Culture Review: A worthy but doomed effort

banking-culture-review

Culture drives behaviour in any organisation, for better and for worse. Banking culture is notorious for its competitive, short-termist, bonus-obsessed and at times ruthless nature. Having recognised the damage this culture has had on public image, top bankers tried, following the 2007 crash, to spark fundamental reform. We look at how effective their efforts have been.

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