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

I interpreted the clients concerns to be translated into wondering if, after they had engaged my services to undertake an external evaluation of their appraisal process and offer support in this area, there would be any difference to the outcomes made and from a wider perspective, the actual performance of the board.   As I

What is a governance code? In undertaking my work, I have found that there can be different interpretations of what constitutes a governance code and have therefore included some descriptions from various sectors below to focus our understanding of what I am trying to describe:   “… a set of principles of good corporate governance…”

I have previously written about governance failures including Carillion (construction), Grenfell Tower tragedy (housing), Kids Company (charity), deaths at Mid-Staffordshire NHS Foundation Trust (health), the Cosmopolitan Housing Group, the Co-operative Bank (banking), British Home Stores (retail) among others, yet here we are again witnessing another, high profile and arguably predictable failure.   How do regulators,