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The start of a new calendar year can be a time for review, reflection, re-thinking, renewal and resolutions. For directors, these activities should involve more than defensive reactions to contemporary difficulties and short-term...
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By- Institute of Directors | Authored by- Lt. Gen. Surinder Nath, PVSM AVSM (Retd.)
Jan 02, 2023
The World Economic Forum, the UN Conference on Climate Change and the UN Conference on Sustainable Development have all identified the role of corporates as an important element of growth.
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By- Institute of Directors | Authored by- Prof. Dr. Dr. h. c. mult. Christoph Stückelberger
Jan 01, 2023
Uncertain times are the test case of being faithful to the values and mission of a company or institution. The current uncertain and volatile times are like stormy weather on the sea. The Captain of a ship is challenged to...
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By- Institute of Directors | Authored by- Mr. Erik Berglof | Mr. Sony Kapoor
Jan 01, 2023
Boards with members that are more dynamic, diverse, independent, international, and not overcommitted are able to equip the companies they oversee with more resilience to navigate times that are a-changing. A summary of...
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Finding opportunity and evaluating risk is a leadership team effort that requires sufficient hard work and input from both management and the board members. As of mid-December 2022, inflation continued to make headlines...
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Corporate boards vary greatly in the extent to which they could be said to be effective and responsible, create positive value for a company’s stakeholders and wider society, impact upon the environment and contribute to...
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This year in November 2022, at meeting in the city of Sharm El-Sheikh in Egypt, leaders and their organisations and private sector companies demonstrated an eagerness to move beyond goals and commitments to action and impact, despite current challenges.
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As it transpires, answering the effectiveness and organisational performance questions is simple. That is to say, high-performance requires a great “Culture” and the presence of “Synergy, Trust and Confidence” within and between the board and executive.
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A series of events since the commencement of the COVID pandemic in early 2020 has shaken boards and management teams like no other period in recent decades. Year-on-year revenue and profit growth were expected and rolled on.
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By- Institute of Directors | Authored by- Dr. Tom Gosling | Ms. Chaitali Mukherjee
Dec 02, 2022
One area of ESG governance where practice is evolving rapidly is the remuneration of executives and senior leaders within companies. The line of argument is straightforward: we want more ESG, we get what we pay for, and therefore, we need to include ESG targets in executive incentive plans.
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