The Financial Reporting Council (FRC), which oversees the UK’s corporate governance codes, released a new report today showing a strong uptake of new provisions among companies and shareholders. But the review also highlights some ongoing areas of concern…
Our 10th annual Corporate Governance Review highlights the current trends and challenges that face the FTSE 350. While the UK’s top performing companies have made considerable achievements over the last decade, the review shows where the new focus areas lie.
Discover the key findings on compliance, board diversity, remuneration and other governance issues in our FTSE 350 Corporate Governance Review, published next month.
Are you a finance director? Here’s a quick guide to all the new financial reporting issues and regulatory changes set to impact private and listed companies this year.
Last week the European Commission launched a public consultation into European corporate governance, its effectiveness and possible ways forward. On the discussion agenda are board effectiveness, gender diversity, short-termism and the failure of self-regulation prior to the economic crisis. Read on to join the debate.
What issues will be topical during the current reporting cycle for private and non-listed companies? And what are their wider business concerns? Grant Thornton’s new guide helps non-executive directors (NEDs) understand the issues.
Many companies are not being clear enough when reporting the principal risks and uncertainties facing their business, said a concerned Financial Reporting Review Panel last week. What steps can businesses take to improve compliance?
FTSE 100 director bonuses fell by 30% last year but have jumped 22% this year. Basic salaries and share incentives are also up. Are the good times back? Damon Syson reviews the lie of the land for executive salaries.
In Part 2 of our interview, Professor Sandra Dawson, non-executive director at the FSA and Oxfam, talks of her experience of governance in the commercial and charitable worlds.
Can boards of charities learn more about governance from the corporate world?
In Part 1 of our interview, Professor Sandra Dawson, non-executive director at the FSA and Oxfam, draws on her considerable experience to share with us her thoughts on board effectiveness, diversity and what makes a good NED.
Corporate scandals involving companies like the Maxwell Group, Enron, WorldCom and Satyam, and the recent banking crisis, have influenced the corporate governance norms in the US, the UK and India. Our recent India Watch article examines the key differences between the corporate governance regimes in both the UK and India.
Risk appetite statements are a growing trend in the UK, while 84% of surveyed companies in Ireland are changing how they view risk, according to our recent report. Here, two experts from Grant Thornton, review the changing approaches to risk in the UK and Ireland post-recession.
This set of expert questions, asked by Grant Thornton’s risk services team, is designed to trigger a full and in-depth boardroom discussion on the quality of your risk management processes.
Our recent business risk report shows widespread complacency in company risk management processes. Check the risk maturity of your organisation with our quick online assessment tool.
Why did so many risk processes fail to protect companies from the worst of the global downturn? And how can senior managers approach risk management afresh to help protect their business in future? Our latest research report has the answers. Plus, check out our tool to assess your own company’s risk maturity.
Inconsistencies in annual reports between the corporate narrative and the external audit figures are becoming more of a focus for the Financial Reporting Review Panel (FRRP). The problem was highlighted in its annual report, out last week: of the 308 companies reviewed, 146 had been approached by the FRRP for further information or explanation.
A well designed decision making process is one of the most important characteristics of an effective board. As such boards should not allow themselves to be influenced by a dominant personality or have “no go” areas for non-executives.
Ask yourself - is such a situation familiar to you?
