Insight
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Strategic risk, 25 October, 2015
Anticipation failures
In his second article Neil Britten outlines the reasons behind failing to identify strategic risks, an essential role for board directors.
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UK Governance, 23 October, 2015
It’s all in the emphasis
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.
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Independence, 21 October, 2015
Governing self-interest
Recent court cases hint that some non-executives may be pursuing self-interest rather than company interests. Research looks at whether the self-interest of board members is well regulated by governance controls.
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Strategic reporting, 21 October, 2015
A long way to go
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.
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Narrative reporting, 21 October, 2015
Story telling
Narrative reporting has evolved significantly over the past five years. Reports provide a much broader range of non-financial information, but has the quality of information kept pace with this change?
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Outsourcing, 19 October, 2015
Long-term perspectives
Outsourcing has become a go-to service to win efficiencies, but there are five key areas to consider before handing over critical functions to a third party.
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Remuneration, 18 October, 2015
Pay pressure
Non-executive remuneration committees find themselves under increasing pressure as greater scrutiny is put on executive pay by investors and the public.
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Supply chain risk, 18 October, 2015
Organisational resilience
Board members are key to establishing a strategic plan for supply chain risk that ensures resilience, as well as instilling it throughout the organisation.
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Bribery Act, 12 October, 2015
Opportunity knocks
The Bribery Act 2010 should not be pigeonholed as compliance regulation; the Act falls within the sphere of corporate responsibility and employee engagement and is an opportunity for non-executive directors to add wider value.
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Integrated reporting, 9 October, 2015
New horizons
Businesses are increasingly expected to go beyond merely reporting profits to show how they are creating value for the short, medium and long term. Integrated reporting is considered by many as the way forward.
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CEO appointments, 6 October, 2015
Leapfrogging
Leapfrogging is a relatively new trend in CEO appointments but requires the support of chairmen and non-executives.
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Uncertainty and risk, 23 September, 2015
Measure by measure
Changes to the UK's corporate governance code are an opportunity to reconsider risk and internal control.
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Capital allocation, 23 September, 2015
Acquisition trail
Capital allocation is a critical business discipline, with acquisitions likely to be the most stressful option for non-executives.
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CEO coaching, 23 September, 2015
Should it be lonely to be a CEO?
It can be a solitary role being chief executive, but there is support available from the chairman, mentors and coaches.
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Cyber security, 14 September, 2015
Digital menace
Boards and audit committees need to take cyber-security seriously, and ensure that basic steps are taken to prevent disaster.
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Share buybacks, 14 September, 2015
Binge buying
Share buybacks have become all in the rage, at least in the US. But what is really at stake when the board is told it is the best use of cash?
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Women on boards, 2 September, 2015
New beginnings
Achieving the Davies Review target of women making up 25% of board membership in the FTSE 100 forced many first-time appointments. But what should women be doing to launch their non-executive careers?
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Diversity, 26 August, 2015
Moving beyond gender
Diversity is not just about gender; it's about boards being representative in other ways too, according to Carly Chynoweth.
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Risk appetite, 26 August, 2015
Hunger tamed
Risk is the hot topic for non-executive directors, but many boards fall short at defining their appetite for risk. Ruth Ireland takes a look at risk culture and the art of taking acceptable risks.
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Viability statements, 25 August, 2015
Three things that matter
The UK governance code now includes requirements for a "viability statement"—a fresh challenge for non-executives that demands a robust process.