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9 July, 2025

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    • EU sustainability

      Omnibus package must not undermine EU sustainability

      Now is the time for Europe to speed up green transition, rather than slow it...

    • high pay

      Pay gap transparency needs to be better

      It’s not unknown for a CEO to earn 500 times as much the median employee,...

    • executive pay

      Executive pay trends in 2025

      Opposition to remuneration reports has grown sharply, according to Georgeson’s analysis of voting outcomes in...

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    • EU sustainability

      Omnibus package must not undermine EU sustainability

      Now is the time for Europe to speed up green transition, rather than slow it...

    • high pay Pay gap transparency needs to be better

      It’s not unknown for a CEO to earn 500 times as much the median employee,...

    • future-proof governance levers How to future-proof your business

      For boards to bolster resilience and create value in a polycrisis, a combination of hard...

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    • UK Corporate Governance Code Board meetings ‘are not up to scratch’

      Nearly three-quarters of board members believe the board’s performance in meetings needs improvement, an expert...

    • financial sanctions Tariffs chaos drives boardroom focus on resilience

      Business leaders will prioritise the resilience of their organisations in the face of economic upheaval...

    • supply chain oversight Act now on supply chain oversight, boards warned

      Board directors need to critically engage with the business’s supply chain activity, a panel of...

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    • C-suite barometer: outlook 2025 – UK insights

      Forvis Mazars draws UK insights from its global study and looks at UK executives’ strategic...

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      Talent Management in 2025

      From rethinking leadership to wrestling with AI, MindGym's report reveals the trends shaping talent strategies...

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      On The Highwire: Being a CHRO in 2025

      Korn Ferry surveyed 750 senior HR leaders (including 450 CHROs) to understand their key priorities...

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Insight

  1. Information gap, jigsaw bridge

    Boardroom skills, 5 October, 2017

    Information asymmetry is good for effective boards

    Commentators often complain that non-executives need more information. But recent research suggests that it is information asymmetry that actually makes non-executives effective.

  2. executive pay, remuneration, pay ratios

    Remuneration, 5 October, 2017

    Give investors a greater say on executive pay

    Even non-binding shareholder votes on CEO pay improve firm performance and shareholder value.

  3. Leadership

    Ethics & leadership, 5 October, 2017

    Non-executives and setting the right tone at the top

    Striking the right tone is important for company leadership but it needs action to make it work.

  4. Risk graffiti

    Reputational risk, 2 October, 2017

    Managing reputation risk in the boardroom

    A lot is spoken about organisational risk, but non-executives should remember their reputations are on the line too. Nick Hood describes the steps need to protect a personal reputation.

  5. business ethics

    Ethics & leadership, 27 September, 2017

    Personal moral values key to ethical corporate governance

    Moral values are so important for company directors they should be given equal weighting in selection procedures, while ethical competency should be a key performance indicator.

  6. Man in suit, mirror, gender bias

    Recruitment, 25 September, 2017

    Unconscious bias is keeping women out of senior roles

    Research shows that unconscious bias—affinity bias—may lead recruiters to favour candidates who are like themselves.

  7. boardroom

    Board effectiveness, 21 September, 2017

    Twelve questions to determine board effectiveness

    With boards facing increased regulatory and diversity pressures, the basics matter more than ever—and yet the board’s own performance, effectiveness, processes and habits receive scant reflection.

  8. Diversity & risk, 15 September, 2017

    Does gender diversity affect a company’s risk management?

    Do female board directors have less appetite for risk? Recent research attempted to reveal whether there is a link between gender in the boardroom and measures of risk.

  9. risk

    Corporate risk, 14 September, 2017

    Risk: Why boards need a collective mindset

    Handling risk should not be viewed as the domain of a boardroom “expert” but as an area for collective decision-making, where everyone recognises there is no such thing as certainty.

  10. King IV, corporate governance, South Africa

    King IV by Ansie Ramalho, 14 September, 2017

    King IV on corporate governance: a product of African soil

    The highly respected King reports lead global thinking on corporate governance. The most recent report drops the “apply or explain” principle for “apply and explain”—a significant change born of an effort to transform African economies.

  11. Corporate governance, board intervention, non-executive directors

    Board intervention, 14 September, 2017

    Corporate governance and the proactive board

    When should boards take a more proactive approach to governance and strategic decision-making? Research shows that non-executives needn't wait for a crisis to intervene.

  12. corporate culture, ethics

    Patricia Harned – chief executive, Ethics & Compliance Initiative, 13 September, 2017

    Corporate culture: five questions for the boardroom

    Responsibility for safeguarding corporate culture falls with board directors, but how can that be done effectively? A good start would be to ask yourselves the following questions at every board meeting.

  13. corporate governance sign

    Corporate governance, 8 September, 2017

    Recommendations to rethink UK corporate governance

    During the government's consultation period on corporate governance reform, a series of events in London enabled discussion of a governance model fit for the 21st century. Filip Gregor and Jeroen Veldman summarise the key conclusions.

  14. board meeting

    Effective board leadership, 8 September, 2017

    Board chair practices across the world: an INSEAD study

    In the second part of their global INSEAD report on successful board chairs, Stanislav Shekshnia and Veronika Zagieva compare factors such as culture, shareholder and executive relationships, and meeting preparation.

  15. executive behaviour, executive education, directors

    Executive behaviour, 7 September, 2017

    Improve executive behaviour with better board education

    Everyone wants executive behaviour to improve. But the solution cannot just be to increase regulation—the answer lies in better managerial education and audacious corporate governance reform.

  16. Effective board leadership, 31 August, 2017

    The three Es of effective board leadership: an INSEAD study

    A study by INSEAD of successful board chairs across countries shows how they engage, enable and encourage boards. Stanislav Shekshnia and Veronika Zagieva report on the results.

  17. Specialist Pay Consultants, remuneration

    Executive pay, 17 August, 2017

    Specialist pay consultants and their relationship with the Remco

    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.

  18. boardroom, businessman, digital business, digital storm

    Digitalisation, 15 August, 2017

    Digital transformation: how boards can weather the storm

    With the digital revolution about to present "the greatest disruption to both leadership and governance in the entire history of business", there are ways that boards can prepare for the new digital economy and not be left behind.

  19. comply or explain, corporate governance code

    UK corporate governance code, 21 July, 2017

    Let’s keep ‘comply-or-explain’ in corporate governance burning bright

    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.

  20. teamwork, Mittelstand companies

    Mittelstand companies, 11 July, 2017

    Mittelstand companies: secrets behind their success

    Mittelstand companies are looked upon with envy, but it is their readiness to innovate and adapt to the challenges of the business environment that makes them successful.

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