Having an effective Audit Committee is essential for good corporate governance as it leads on financial reporting, internal controls, risk management and external audit functions.
Articles and features
The good, the bad and the ugly sides of boardroom conflict and tension.
It is a fact of life that disputes arise on boards, no matter the size of the organisation or whether the members of the board are paid non-executives or unpaid volunteers.
Frank Lewis, independent non-executive director and chairman, and Dr Sarah Blackburn, Managing Director, the Wayside Network explore what makes an effective chairman.
How effective do you think your board is? Judy Delaforce describes what a fully effective board is and how to achieve it.
The EU has surveyed the extent to which Member States have applied the Commission’s recommendations on the independence of non-executive directors and potential conflicts of interest. January 2008.
Changes outlined in the Companies Act 2006 brings about new rights and obligations. October 2008.
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How to be an effective board chair: eight principles for chairs to follow, plus examples of leaders who apply them well.
The article discusses the five-step process of board leadership succession. Topics discussed include the importance of defining the role of a board chair, a sound and repeatable chair selection process that helps to identify viable candidates while engaging the chief executive officer (CEO), and recommendations for transition planning and board chair development.
The article offers information on orientating a new board chair. Topics include the ensuring that the board chair commands a knowledge of governance best practices such as responsibilities and roles, inspiring members of the board, and implementation of ethics and compliance standards.
The article offers the author's insights on how to become a chairman of a corporation. Topics discussed by the author include the role of a board chairman such as to select, support, and challenge a chief executive officer (CEO); personal ambition of a chairman must be connected into the organisation; and understand to value the work and the people..