With this in mind, I felt a review of the Cadbury Report and the relevance of corporate governance codes would be a timely submission. It was in 1991 that the Committee on the Financial Aspects of Corporate Governance was set up by the Financial Reporting Council, the London Stock Exchange and the accountancy profession. The

  In drawing attention to these methods, I hope to get you thinking about why it is that sometimes board appraisals just don’t work!   A number of criticisms have been identified of standard appraisal methods and processes, some of which are outlined here:   – Documented procedures may be none existent and should they

I am by no stretch of the imagination a car enthusiast or aware of the process of carrying out a service for my car. But a quick search on the internet prepared me with the following shortlist for what happens at a car service. I have amended the list and summarised in parts, so please

Having thought about my programmes, I prompt you to consider whether you have developed a code of conduct for your board and if not, encourage you to think about the following:   A. In establishing a code of conduct, you should firstly ensure that your board understand and agree to the four concepts and principles

A code of corporate governance is a set of principles and guidelines around best practice in corporate governance that companies are encouraged to follow. The format, content and principles of the codes in the U.K. and many internationally have been influenced by the 1992 Cadbury Report. Produced by a committee chaired by Sir Adrian Cadbury,

  Whenever I deliver a course in corporate governance, at some stage in the delivery I will make the point that one of the key roles of a board member is to understand their role in monitoring strategic risks (risks of failing to achieve business objectives). Having done so,  they should then focus their scrutiny