While the debate over executive pay continues unabated, research sheds light on a largely overlooked element—the relationship between the remuneration committee and specialist pay consultants.

The UK’s comply-or-explain system of corporate governance, introduced in 1992, has been widely admired and imitated, but it's not without its critics; there is room for improvement, while retaining the Code's spirit of flexibility.

Establishing a healthy corporate culture has never been more important, but many organisations struggle to get it right. ACCA has conducted research and developed a tool that can help.

Boards have so far focused on tackling gender diversity, but the next frontier is a better mix of social, ethnic and educational backgrounds.

Executive pay is a minefield for both companies and directors, but research suggests we need a fresh approach so that remuneration is fairly structured.

Corporate governance restricts opportunities for chief executives to take on a dual role as chair. But is there any evidence to suggest the CEO-to-chairman move is a problem?

A healthy corporate culture is much like a healthy political culture: it thrives in an environment where engagement and fairness are valued and people feel they have a genuine stake in the future.

The new ISO anti-bribery tool is well timed, says Howard Shaw, Mazars’ head of anti-corruption and whistleblowing in the UK.

FIFA recently suffered yet another resignation over its governance. Bruce Bean assesses the world football body's journey to reform and whether it has made any significant progress.

The impending introduction of country-by-country tax reporting will pose issues for European companies of cost and resources needed to comply. Tom Dane explains the process.

Governance in Brazil has undergone major change but still struggles with the dominance of family control and the low number of shareholders with voting rights.

Companies using the UK Corporate Governance Code work hard to show whether they have complied, but focus little on ethics, values and "how" they have complied.

Things have improved since the "dog's breakfast" resulting from the first year of strategic reporting. But there are still big issues to grapple with to avoid reports growing longer while failing to add substance.