FTSE companies have made significant strides with ethnic diversity on boards, according to the Parker Review – but deeper details show there’s still a long way to go.

Targets set out by Parker Review for ethnic minority representation on boards risk being a tick-box exercise, experts warn.

Although the pending legislation is welcome, a mixed picture on female board representation across the EU means the new ruling will have its work cut out.

This know-how guide outlines why appointing an employee director and directors’ use of social media have particular relevance during COVID-19. These suggestions can no longer be described as radical. Companies have shown far greater agility because much more significant changes have been made as a result of COVID-19.

This report provides practical recommendations to improve the provision of information in board packs within financial services.

In this Connect and Reflect report, ICAEW urges boards to consider the value that employee directors can bring to their organisation. The publication explains the role and responsibilities of employee directors and outlines a five-point action plan that should enable boards to take this step to improve their corporate governance.

Based on in-depth interviews with audit committee members in seven CEE countries, this report draws out insights on how audit committees are working, how they are having an impact and how they view the future. It provides insights into some of the common challenges still remaining at a time when the role of audit committees is expanding, largely driven by the introduction of new statutory requirements

In recent years, governments, regulators and corporate governance groups around the world have been taking initiatives to increase representation of women on boards. Debate continues about the effectiveness of measures to address this and other board diversity issues. However, rather than simply reacting, what should boards themselves be doing? This paper considers the principal drivers of diversity to help boards set and assess diversity objectives to promote long-term business success.

The pandemic has pushed back gender parity across the UK FTSE 350 to 2036, with women holding just 22% of all executive committee roles. Just 15 of the top companies have female chief executives. While we’ve made some progress in recent years, what needs to change to reach true equality? ICAEW's Susanna Di Feliciantonio and Jane Berney discuss the issue with a panel of experts.

Commissioned by the FRC and conducted by a research team from Cranfield University and Delta Alpha Psi Services, this research looks at the challenges and opportunities that minority ethnic individuals might experience in progressing to the boards of FTSE 100 and FTSE 250 companies.

The GLIC is a research community which collaborates with industry and produces high quality research in the areas of gender, leadership and inclusion at work. The centre, which is part of Cranfield University's School of Management, is responsible for an annual benchmarking report, The Female FTSE Board Report which has been published since 1999 and includes details of the number of female directors on FTSE 100 and FTSE 250 boards. The website provides information on the work of the centre, its research projects and published research papers.

Research by The FRC and the London Business School designed to both understand the implications of changes in board diversity in response to the Davies Review, Hampton-Alexander review and the Parker Review and to look forward, to suggest how they can be accelerated. The report was launched with the press release Diverse boards lead to better corporate culture and performance

Comprehensive review of governance practice in the largest 150 companies in the FTSE rankings, published by Spencer Stuart annually indicating of the state of boardroom health during. The report places particular importance on the theme of diversity – in addition to gender and nationality, the dimensions of age and ethnicity are explored.