The Corporate Governance team have published three series of thought leadership reports over the last few decades. The first, Beyond the myth of Anglo-American corporate governance, aimed to generate discussion and broaden debate on the differences between US and UK corporate governance systems and help to promote understanding of pressures and opportunities that arise in increasingly international capital markets. This was followed by Dialogue in Corporate governance which presented five questions arising from changes in capital markets and how they affect the foundations of existing corporate governance frameworks:
- What should companies be responsible for?
- What are the overarching principles of corporate governance?
- When is comply or explain the right approach?
- How diverse should boards be?
- Who should be covered by codes?
More recently Connect and Reflect stated that 'to succeed in the modern world, businesses must move away from defensive old-style news management and corporate positioning. ICAEW argues that if companies embrace a positive approach to corporate governance that ensures they connect with and reflect society, they will reap many benefits.'
The new boardroom agenda
The key to success in any organisation is long term, sustainable growth but managing that is harder than ever. Faster moving, more complex risks – and opportunities – require more assiduous monitoring, more informed decision-making, and much greater coordination among all employees to ensure corporate success.
Our new content series explores the central role board members play in this endeavour and how crucial they are to any organisation’s long term health.
Publications
Displaying 1-16 of 16 results
Marking governance out of 10
- May 2021
- PDF (1,812kb)
Marking governance should underpin work on corporate culture, risk management and board evaluations. Confident companies will welcome an in-depth analysis which highlights any weak areas which can be improved. In time investors and other stakeholders are likely to pay as much attention to governance marks as they do to audited accounts.
Why company directors should use social media
- May 2020
- PDF (1,312kb)
Directors should start using social media to engage with all stakeholders. Social media attracts an enormous number of users, including company employees, suppliers, and existing and new customers. In this ICAEW Connect and Reflect report, we describe the benefits of social media for directors.
How whistleblowing helps companies
- Apr 2019
- PDF (775kb)
The latest ICAEW Connect and Reflect report shows how whistleblowing can help companies and provides an action plan for boards. We explore the five benefits of whistleblowing for companies and then outline the five-point action plan that boards can implement in order to maintain their systems of checks and balances.
How employee directors add value
- Oct 2018
- PDF (825kb)
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.
How to end excessive pay
- May 2018
- PDF (489kb)
Our first application of the Connect and Reflect approach looks at how organisations can tackle excessive executive pay. It requires connecting with the public on pay, reflecting on what is said and taking action if it is required. In this paper we examine the challenges and provide a 10-step action plan to support boards in their approach to remuneration of executives.
Who should be covered by codes
- Nov 2014
- PDF (105kb)
We expect directors of listed companies to follow codes that promote good governance. Institutional investors, auditors, remuneration consultants and executive search firms are also following that example. Is this a welcome trend and if so, how far should it go?
How diverse should boards be?
- Apr 2014
- PDF (1,120kb)
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.
When is comply or explain the right approach?
- Dec 2013
- PDF (1,113kb)
Corporate governance codes in the EU are applied on a comply-or-explain basis. However, in other areas of business regulation, we rarely observe this approach in practice. So, under what conditions is comply or explain appropriate? And, what do these conditions mean for its application in different countries?
What are the overarching principles of corporate governance?
- Dec 2013
- PDF (100kb)
Principles-based regulation should be intuitive. Its application should not require reference to much detail. Existing corporate governance codes should provide a complete set of high-level principles to guide the behaviour of a company board operating in today's business environment.
What should companies be responsible for?
- Apr 2013
- PDF (108kb)
In areas of corporate behaviour that concern the public, notably remuneration, government expects boards and ultimately shareholders to show sensitivity and exercise restraint, but is this fair or realistic?
Emerging issues paper
- Jan 2007
- PDF (621kb)
How differences between US and UK securities markets create pressures and point to opportunities forinternational policy, investment,business and accounting. A findings paper reflecting responses from the year-long Pressure Points consultation.
Shareholder responsibilities and the investing public: exercising ownership rights through engagement
- Jun 2006
- PDF (285kb)
Institutional investors play a significant role in the governance of companies in the US and the UK. They are the guardians of other people's money through the management of pensions, insurance and savings products and are expected to act responsibly in exercising ownership rights through engagement. This paper explores the role of shareholders in corporate governance and their rights and responsibilities.
Disclosure responsibilities and building trust: promoting transparent and reliable information
- Jun 2006
- PDF (275kb)
The disclosure of meaningful, reliable and timely information to shareholders is of fundamental importance for informed investment decision-making and market confidence. High levels of financial disclosure are characteristic of both US and UK corporate governance models. This paper explores the role of the accountancy profession in helping to facilitate the flow of capital through transparent, efficient and trusted information
Board responsibilities and creating value: demonstrating leadership and accountability
- Jun 2006
- PDF (275kb)
Boards of directors are responsible for acting in the long-term best interests of the company for the benefit of shareholders. Effective boards require skilled leadership, balanced decision-making, informed risk-taking, good judgment and integrity. This paper explores how US and UK boards operate differently and the role, responsbilities and powers of directors in each jurisdiction.
Effective corporate governance frameworks: encouraging enterprise and market confidence
- Jun 2006
- PDF (289kb)
Effective corporate governance frameworks promote prosperity, market confidence and public trust. The US and the UK are among the world's most successful eonomies, each with a long history of corporate governance. This paper explores how policy makers are challenged with striking the right balance between market forces and regulation in supporting internationally recognised principles of responsibility, accountability, transparency and fairness.
Divided by common language
- Jun 2005
- PDF (790kb)
Where economics meets the law. US versus non-US financial reporting models.
Displaying 1-16 of 16 results