Tag: corporate culture
McDonald’s upheaval is a stern reminder to CEOs about ethics
As CEO, Steve Easterbrook was the embodiment of the McDonald’s corporation to stakeholders and the most potent role model for its values. Until he wasn’t.
Corporate activism: how CEOs should approach political issues
Companies used to avoid political issues at any cost. But knowing when—and how—to speak out is becoming a core skill for business leaders.
Setting the pace: how to ensure your board is fit for the future
EY’s latest whitepaper looks at the key actions boards should take now to ensure they set the pace—or risk falling behind.
If you want employees to speak up, show that you will listen
Effective speak-up procedures help boards to understand and improve their organisational culture. But employees won’t come forward unless they feel supported.
The Secret NED: mind your boardroom language
How some expressions used in the boardroom can offend or reveal bias. Meanwhile, is the hunt for a new chair at an end?
FRC reveals increased budget as it prepares for transition
The Financial Reporting Council (FRC) has published its plans for the next year, which will see it focus on audit reform, diversity and corporate culture, as well as the transition to a new regulator.
Why mental health is a board-level issue
Research released as part of Mental Health Awareness Week reminds businesses that awareness, open dialogue and prevention are key to protecting employee wellbeing at all levels of seniority.
The gendered corporation
Many campaigners advocate an “add women and stir” approach to fixing corporate governance. But this ignores the broader role of particular types of masculine business culture.
More work needed on workforce disclosures
A report from the Workforce Disclosure Initiative shows that while the volume of reporting on worker issues is up, the quality remains variable.
Nissan’s governance report is a warning for all boards
Comment: The special committee’s investigation into governance issues highlighted by the Carlos Ghosn affair reveals a corporate culture that allowed the “concentration of authority” in the CEO and a board that felt unable to ask the necessary questions.