Before we get into the more in-depth questions – and explore WHY we still see the same corporate failures 25 years after various codes have been in operation – I think it is important to answer questions such as: What do we mean by corporate governance? What is good governance? What is important for effective

  In order to reduce unforced errors, boards should take time out to reflect on the items within their control as a board and to execute good governance consistently across those areas.   I’ve put together a top 10 of examples of unforced errors in the boardroom.   Ten examples of unforced errors in the

I first heard the term ‘unforced error’ when I was watching my son playing football. A close friend of mine, a former professional player, said that my son hadn’t needed to make a pass that was intercepted by a defender and that it was an unforced error. The concept fascinated me and for then on,

  This code has 7 Principles as follows:   Organisational purpose; Leadership; Integrity; Decision-making, risk and control; Board effectiveness; Diversity; Openness and accountability.   All 7 Principles can be related to how an organisation executes their responsibilities. When considering how the board executes their duties, organisations could consider:   How far decisions are line with

  The 4 Principles of the Competency section of the tgf Governance Code are:   PRINCIPLE 5 The board should be diverse, balanced and suited to the needs of the organisation in its composition. Board and committee membership should be balanced taking into account knowledge, skills, experience, diversity, size and independence.   PRINCIPLE 6 The

For those of you who haven’t completed a Programme, I’m sure you will recognise some of this and you may work in a sector where you are familiar with the principles and provisions of your own code. Rooted in the report of the Cadbury Committee that was authored in 1992, the UK Corporate Governance Code