The term “governance” comes from the classical Greek “kubernetes”, the art of steering a ship. Governance, like sailing, is all about team work, effective communication, setting direction and strict monitoring, in ever changing conditions.

References

Business and boardroom Reference material from professional organizations, regulatory authorities, academic institutions, etc.

Directors will need to continue to focus on strategic planning, especially in light of significant anticipated changes in U.S. government policies, continued international upheaval, the need for productive shareholder relations.

Top 10 Topics for Directors in 2017

24th January 2017
This set of recommendations, which constitutes the Afep-Medef Code, may be designated by listed companies as their reference code pursuant to Articles L.225-37 and L.225-68 of the French Commercial Code.

Corporate Governance Code of Listed Corporations (AFEP MEDEF)

22nd January 2017
Report examines the prevalence and value of aircraft, automotive and professional services perks awarded to all named executive officers (NEOs) in the S&P 500 over the past three fiscal years.

Executive Benefits and Perks

22nd January 2017
Proxy Voting Report

Global Corporate Governance Report

22nd January 2017
Assessment of the state of corporate governance in the UK at the 25 anniversary of the Cadbury Report

Developments in Corporate Governance and Stewardship 2016

11th January 2017
The Stewardship Principles aim, by articulating the core behaviour and actions associated with investor stewardship, to enable investors to be active and responsible shareholders.

Singapore Stewardship Principles

24th November 2016
This publication is a synthesis of The Boston Consulting Group’s latest thinking on transformation.

Transformation – Delivering and Sustaining Breakthrough Performance

24th November 2016
First in a series of four special reports on business ethics in collaboration with AKO Foundation. This report explores how firms can enhance their understanding and implementation of corporate governance.

Enhancing Corporate Governance

24th November 2016
In-depth, face-to-face interviews with next-generation representatives from family-owned companies across the Europe, Middle East and Africa region, addressing the topics succession, governance, risk, strategy and growth, and innovation.

Next Generation Family Businesses – Keeping Family Values Alive

24th November 2016
A comprehensive analysis of the annual reports of the FTSE 350 companies, assessing their compliance, the quality and detail of annual reporting, and draws attention to best practice.

The Future of Governance

24th November 2016
The 2016 annual list of hot topics for the boardrooms of listed companies.

Top 10 Topics for Directors in 2016

24th November 2016
A comparison of Corporate governance practices of Large Public Companies and Silicon Valley Companies

Corporate Governance Practices and Trends

12th November 2016
The foundation stones of King IV are: ethical leadership, the organisation in society, corporate citizenship, sustainable development, stakeholder inclusivity, integrated thinking and integrated reporting.

King IV Report

12th November 2016
This Report highlights that ethnic minority representation in the Boardrooms across the FTSE 100 is disproportionately low, especially when looking at the number of UK citizen directors of colour.

A Report into the Ethnic Diversity of UK Boards

8th November 2016
PwC’s 2016 Annual Corporate Directors Survey is structured to gauge director sentiment on board governance in this new age of shareholder empowerment.

The Swinging Pendulum – Board Governance in the Age of Shareholder Empowerment

8th November 2016
2,802 interviews with senior executives from family businesses across 50 countries, 43% of family businesses don’t have a succession plan in place. Only 1 in 4 family businesses say they feel vulnerable to digital disruption.

Global Family Business Survey 2016

2nd November 2016
Seven key boardroom themes for directors that will drive the big winners in this world of uncertainty.

Courage in the Boardroom: Winning in Uncertain Times

25th October 2016
This report seeks to compare and contrast the major boardroom issues from not only the UK, as in previous reports, but also the Nordic and APAC regions.

Board Report 2017

21st October 2016
Business Roundtable has been recognized for decades as an authoritative voice on matters affecting American business corporations and meaningful and effective corporate governance practices.

Principles of Corporate Governance

20th October 2016
How does a board get up the learning curve to a point where it can act as a value added contributor to the ongoing success of an enterprise?

Board Performance Evaluation

20th October 2016
Radical Innovation and Growth

15th October 2016
The nature of disruption is such that trying to respond directly can lead to actions that will challenge the core, awaken the corporate antibodies, and increase the risk of failure.

Approaching Disruption

13th October 2016
ISS received 439 responses to this year's policy survey, from 417 organisations. This report summaries the key findings for each country.

2016-2017 ISS Policy Survey Results

11th October 2016
A Visionary Director is a director committed to working with management to make a company successful in the long term, and who does not tolerate corner- cutting strategies to meet fleeting short-term expectations.

Visionary Board Leadership

7th October 2016
We asked 15 leading lights in academia and industry to give us a glimpse into the future of management by contributing essays in response to this question: “Within the next five years, how will technology change the practice of management?"

Exploring the Digital Future of Management

3rd October 2016
The contemporary model of corporate governance became increasingly criticised for forcing corporations to focus on short-term profit maximisation for shareholders only at the expense of long- term strategising, innovation and sustainability.

Corporate Governance for a Changing World

28th September 2016
As customers shift their behavior and move more towards digital solutions, banks will need to rethink their digital strategy.

Digital Disruption – How FinTech is Forcing Banking to a Tipping Point

13th September 2016
We detail how investors can mitigate climate risks, exploit opportunities or have a positive impact. Climate-aware investing is possible without compromising on traditional goals of maximizing investment returns.

Adapting Portfolios to Climate Change

13th September 2016
The report highlights the extent to which companies (and especially their boards and executive management) are organising themselves in order to integrate considerations of business integrity into their corporate governance frameworks and strategy.

Corporate Governance and Business Integrity

10th September 2016
You are a newly appointed board member of a leading multinational company based in Europe. You’ve been warned that an unseen adversary is attempting to gain access to the company’s most sensitive information.

Does Your Security Chief Have Board Level Commercial Savvy

7th September 2016
This documents reviews current arrangements and trends in SOE board nomination, size and composition, evaluation, training, induction and use of committees.

Board Practices and Financing for Latin American State Owned Enterprises

1st September 2016
Latest data and trends in board composition, board practices and director compensation for 18 U.S. hospitality and leisure companies.

Hospitality & Leisure Corporate Governance Snapshot

1st September 2016
The report is the product of the G30 Steering Committee and Working Group and reflects broad agreement among the participants.

Banking Conduct and Culture

29th August 2016
FSB letter for support of the G20’s efforts to build a resilient, open and trusted financial system that will support strong, sustainable and balanced growth for all countries.

FSB Letter to G20 Finance Ministers and Central Bank Governors

29th August 2016
The Definitive Cybersecurity Guide for Directors and Officers

Navigating the Digital Age

29th August 2016
This report identifies and assesses key issues in banking culture and governance and helps fostering a better understanding of the factors that drive financial stability.

Behavioural Risk Management in the Financial Services Industry

25th August 2016
The paper provides a historical analysis of the rise of the independent director in the US and the UK. These two jurisdictions are commonly credited with creating the concept of the independent director and exporting it around the world.

The Rise of the Independent Director – A Historical and Comparative Perspective

20th August 2016
Nearly 100 in-depth interviews with future leaders of family- owned companies across the EMEA region, proves that a new generation of highly-qualfied young men and women is emerging.

Next-generation Family Businesses Evolution – Keeping Family Values Alive

15th August 2016
In 2016 NAVEX Global partnered with an independent research rm to survey ethics and compliance (E&C) professionals from a wide range of industries about their approach to E&C training.

Ethics and Compliance Training Benchmark Report

11th August 2016
Annual survey into the cost of compliance and the challenges firms expect to face in the year ahead.

The Cost of Compliance

11th August 2016
Creating an environment that is conducive to private sector development depends on a detailed understanding of the key determinants of firm performance and the major challenges that the face, and also the role of government in the process.

What’s Holding Back the Private Sector in MENA?

6th August 2016
Audit committees have an important role to play in robust corporate governance. Their role in appointing the auditor, and overseeing management and the auditor, underpins the integrity of financial reporting.

Guidance for Audit Committees

31st July 2016
This publication represents a unique collaborative effort to assess the state of corporate governance around the world in the wake of the 2008 global nancial crisis.

Global Developments in Corporate Governance

26th July 2016
This guidebook is designed to address common questions on corporate governance that are frequently asked by owners and managers of companies in the Middle East and North Africa (MENA) region.

Corporate Governance Frequently Asked Questions

26th July 2016
The following is a series of corporate governance principles for public companies, their board of directors and their shareholders. These principles are intended to provide a basic framework for sound, long-term- oriented governance.

Common-sense Principles of Corporate Governance

21st July 2016
A smmary of a year-long project capturing the views of market practitioners on the ‘increasing importance which corporate culture plays in delivering long-term business and economic success’

Corporate Culture and the Role of Boards

20th July 2016
Information for interested stakeholders and IOSCO members about audit committee requirements that could be used to help identify audit committee practices and improve audit quality.

Audit Committee Oversight of Auditors

20th July 2016
Preparedness and oversight of crisis is a key responsibility of an organization’s board of directors and there are common threads of crisis management that can be identified in organizations that have successfully weathered the storm.

Board of Directors Role in Crisis Management

20th July 2016
What kind of robust boardroom discussions about the challenges and opportunities that are influencing how your boards think about current and future composition?

Building a Great Board

20th July 2016
In this report, we gather the insights of 20 of Europe’s most important business and governance leaders. Most of the interviewees are seasoned board members and investors for whom diversity is not an end in itself but a route to improved performance.

Gender Diversity on European Boards

20th July 2016
Campden Wealth, in partnership with Morgan Stanley, has carried out a detailed analysis of the region’s wealthy families in Risk and Return in Latin America, based on quantitative surveys of 45 ultra-high net worth Latin American family businesses.

Risk and Return in Latin America

14th July 2016
How digital is seen by the business community? What organisations expect from digital? The success rate of digital initiatives? The nature of digital strategies? What are the levels of engagement in key areas of digital transformation?

The Real Impact of Digital

14th July 2016
Corporate governance practices in Canada are shaped by legal rules, including provincial corporate statutes, securities regulations, stock exchange requirements and the common law, as well as best practices promoted by a range of stakeholders.

The Corporate Governance Review

8th July 2016
This report provides an overview of national practices towards performance evaluation and management of state-owned enterprises (SOEs) in 11 Asian economies (Bhutan, People’s Republic of China, India, Indonesia, Kazakhstan, Korea, Myanmar, Pakistan,

Corporate Governance in Asian State Owned Enterprises

8th July 2016
354 directors and general counsel told us, in our annual Law in the Boardroom survey conducted earlier this year, which challenges are most acute, where their responsibilities are shifting, and in which areas they feel most (and least) confident.

Law in the Boardroom

7th July 2016
Family businesses have been taking governance seriously for centuries. Governance in the family business has to take account of one additional group of stakeholders – the family – and can therefore be complex.

Governance in the Family Business

30th June 2016
Effective governance empowers leaders of wealthy families and families in business to make the most of the unique strength of a family enterprise: the synergy between a strong, unified owning family and a well-run family enterprise or family office.

Family Governance – How Leading Families Manage the Challenges of Wealth

30th June 2016
There is a powerful ‘family factor’ in play which many firms have still not addressed, and some are reluctant even to acknowledge. Only 14% of Middle Eastern family firms have a succession plan that has been discussed and documented.

The Family Factor

30th June 2016
Succession is a hot topic for family business leaders. Around the time of leadership succession, emotions often are, relationships in family and work undergo stressful change.

Preparing or Procrastinating

30th June 2016
The Experiences of the first time CEOs: How prepared were you? What were the biggest surprises? What are the best and worst parts of the job? In what way is the job different from other leadership roles?

Expect the Unexpected

30th June 2016
Few professional experiences can be as overwhelming as taking on the CEO role for the first time. Everything changes in unexpected ways; it’s not about climbing the next rung on the ladder, it’s a quantum leap into a new reality.

Moving Faster, Drive Harder

30th June 2016
The world’s most successful family businesses have managed to integrate both imperatives to create a lasting legacy
of entrepreneurial success and family unity.

Staying Power – Creating Lasting Success in Family Businesses

30th June 2016
Bridging the gender divide in public and corporate life is not only a matter of fairness but also of effective governance and inclusive economic growth.

Improving Women’s Access to Leadership

21st June 2016
Despite Fortune 500 boards lling a record number of seats with independent directors in 2015, diversity among new directors stalled. Find out the latest trends in boardroom composition, experience, and turnover in the 2016 Board Monitor.

Mapping Incoming Talent

13th June 2016
So if following good-governance regulatory recipes doesn't produce good boards, what does? The key isn't structural, it's social.

What Makes Great Boards Great

8th June 2016
This publication, From Companies to Markets, Global Developments in Corporate Governance, represents a unique collaborative effort to assess the state of corporate governance around the world in the wake of the 2008 global financial crisis.

Global Developments in Corporate Governance

8th June 2016
The experience of 19 MENA companies that have embraced corporate governance – what they changed and the impacts they have reported.

Corporate Governance Success Stories MENA

8th June 2016
The Factbook tracks how countries are actually implementing the Principles, which offer a comprehensive set of recommendations to policy makers to support sound corporate governance frameworks.

OECD Corporate Governance Factbook

7th June 2016
New Securities and Commodities Authority (SCA) corporate governance requirements for UAE Listed companies.

Standards of Institutional Discipline and Governance of Public Shareholding Companies (SCA)

26th May 2016
The GCC Governance Code has been drafted to offer the needed guidance for family businesses in the GCC and to provide guidelines that can assist a family business in avoiding the risks and hurdles that may lie along the path ahead.

The GCC Governance Code

25th May 2016
Investors see a strong link between corporate sustainability performance and financial performance — so they’re using sustainability-related data as a rationale for investment decisions like never before.

Investing For a Sustainable Future

17th May 2016
A global analysis of the content of 270 larger listed companies’ reports, in an effort to highlight weaknesses and identify good practices in the presentation of corporate information.

Room for Improvement (Survey of Business Reporting)

17th May 2016
This Guide is designed for reporters and editors who already have some experience covering business and finance. The goal is to help journalists develop stories that examine how a company is governed, and spot events that may have serious consequence

Who’s Running the Company?

14th May 2016
A five step guide for company boards on human rights issues

Business and Human Rights

14th May 2016
Opportunities and Challenges in Online Marketplace

11th May 2016
Responses from more than 4,000 male and female directors from 60 countries, providing a comprehensive snapshot of the business climate and strategic priorities as seen from the boardroom of many of the world’s top companies.

2016 Global Board of Directors Survey

3rd May 2016
Over two decades of constructive usage of the Code have contributed to improved corporate governance in the UK. The Code is part of a framework of legislation, regulation and best practice standards which aims to deliver high quality governance.

UK Corporate Governance Code 2016 (Final Draft)

2nd May 2016
Directive 2013/36/EU of the European Parliament and of the Council of 26 June 2013 on access to the activity of credit institutions and the prudential supervision of credit institutions and investment firms.

Directive 2013/36/EU to the European Parliament and of Council

2nd May 2016
The corporate governance provisions found within CRD IV and the CRR build upon work already undertaken by
the European Commission and are designed to further reduce excess risk taking by firms.

Capital Requirements Directive IV Framework European Additions to Basel III

2nd May 2016
Effective corporate governance is critical to the proper functioning of the banking sector and the economy as a whole. Banks perform a crucial role in the economy by intermediating funds and help drive economic growth.

Corporate Governance Principles for Banks

2nd May 2016
The intent is not to produce an enterprise risk management framework or a technical risk process, as these are more suitable for management. Rather, the final product is to develop a risk oversight framework for boards of directors.

Framework For Board Oversight of Enterprise Risk

29th April 2016
Self assessment questionnaire shall be completed by each director. After collating the responses, Chairman should lead the discussion on key points arising and feedback any matters of interest.

Board Assessment Questionnaire (KPMG)

29th April 2016
This Guide shall help audit committees continue to sharpen their governance processes to keep pace, stay focused, and deliver not only effective oversight, but insight and foresight to help guide their companies forward.

Audit Committee Guide 2015 (KPMG)

29th April 2016
A Call for a More Responsible Approach to Investment and Business Management.

Overcoming Short-termism

29th April 2016
What are the implications in terms of boardroom composition, practices, and the necessary skillsets for directors? What constitutes an effective global board?

Governing the Global Company (NACD)

29th April 2016
Much of the boardroom discussion has focused on how to improve governance systems broadly. In the process, certain myths have developed that continue to be accepted, despite a lack of robust supporting evidence.

Sevem Myths of Corporate Governance

29th April 2016
Working closely with the boards, we have come to a simple conclusion: boards need to become more diverse – not just demographically, but also in terms of the backgrounds, competencies and interests of their members.

Widening The Lens – The Challenges Of Leveraging Boardroom Diversity

29th April 2016
The seminal article of Harvard Business School prof. Michael Porter on what is and what isn't a strategy.

What Is Strategy? (HBR)

29th April 2016
The Case For Professional Directors (HBR)

29th April 2016
Directors are expected to satisfy themselves that the internal audit function is effective. This briefing provides suggested questions for boards to ask the chief audit executive or others in an internal audit function.

20 Questions Directors Should Ask About Internal Audit

29th April 2016
This briefing provides suggested questions for boards to ask themselves, senior management and others. For each question there is a brief explanatory back- ground and some suggestions.

20 Questions Directors Should Ask About Crisis Management

29th April 2016
This report provides an overview of the mechanisms in place to monitor the level and quality of compliance with governance codes in general and with the “comply or explain” concept in particular. It covers all Member States of the EU and Norway.

Corporate Governance Compliance and Monitoring Systems Across the EU (EcoDa)

29th April 2016
This Guide provides important principles for individual board members and is also an invitation to directors to learn how to exercise their skills with professionalism and to be loyal to their companies.

Guide To Directors’ Duties and Liabilities EcoDa)

29th April 2016
This report represents the third phase of the OECD Steering Group on Corporate Governance action plan on corporate governance and the financial crisis.

Corporate Governance and the Financial Crisis (OECD)

29th April 2016
This report investigates the origins and impact of over twenty major corporate crises of the last decade.

Roads to Ruin (The Analysis)

29th April 2016
But some sought to transform corporate governance into an administrative exercise, a succession of boxes to be ticked. The focus of boards worldwide has increasingly shifted to compliance rather than excellence!

Towards Dynamic Governance 2014 (Hedrick & Struggles)

29th April 2016
For boards and organizations, demands and risks are escalating and boards need to change, too. Each board should have the experience and expertise appropriate for the business.

Governance Changes at top 100 US Companies 2014 (Korn Ferry)

29th April 2016
According to Equilar, median 2014 compensation in the S&P 500 was $10.3 million, up 2 percent year over year. Median pay in the S&P 1500 increased 7.8 percent in 2014, reaching $5.3 million.

Getting the Right Measure on CEO Compensation (Korn Ferry)

29th April 2016
The job of the Chair is no longer ceremonial. It is real, requires not only experience, stature and wisdom, but also time, energy, mental agility and the ability to learn.

Chair Survey 2015 (Insead)

29th April 2016
Ten top questions that board compensation committees need to ask themselves in planning for 2016

10 Questions Compensation Committees Need to Ask in 2016 (Korn Ferry)

29th April 2016
51 companies on the S&P 500 Index recorded the installation of a new chief executive in 2015. This means transitions essentially stayed level with the previous year, suggesting a reversal of the overall decline seen from 2005 to 2010.

CEO Transitions 2015 (Spencer Stuart)

29th April 2016
The five years since the inception of the Heidrick & Struggles Board Monitor have seen a series of events that reverberated in boardrooms around the world: a great recession, more stringent regulation, and greater accountability for directors.

Trends In Board Composition Over the Past Five Years

29th April 2016
We believe that the history of boards in Britain is both fascinating and important and we are greatly indebted to Sir Geoffrey Owen for his role in telling it. We hope that this study illuminates the past and provokes some debate about the future.

Evolution Or Revolution? Changes in UK Boards From 1960 To 2010

29th April 2016
Focused on long-term growth, institutional shareholders want to provide input to the board, and they rely on boards to oversee management and its strategy.

2015 SP 500 Board Index by Spencer Stuart

29th April 2016
Organizations are faced with many critical challenges — including rapidly changing technology, environmental risks, regulatory and legal requirements, major shifts in markets, ethical breaches, and big data and cybersecurity issues.

Top Board Priorities For 2016

29th April 2016
This document is designed to help audit committee members prepare for their upcoming discussions with management and the external auditors. We pose a series of questions for the audit committee to consider and provide links to additional information.

2015 Year-end Issues For Audit Committees To Consider

29th April 2016
How to lead in complicated times? That’s the question all CEOs are seeking to answer at a time of prolonged and continuing uncertainty.

2016 CEO Survey

29th April 2016
As an audit committee member, it’s important to understand the rules and regulations designed to guide audit committee members in the performance of their oversight role.

Staying on Course – A Guide for Audit Committees

29th April 2016
Rankings of the global top 100 companies by market capitalisation. The results are a definite eye opener and we have been able to identify some interesting trends and developments on an individual company level, a country level and by sector.

100 Top Companies 2015

29th April 2016
The IASB and the FASB have publicly stated that convergence, as a strategy for achieving a single set of high-quality global accounting standards, will come to an end when they publish their partially converged leasing standards.

US GAAP vs IFRS 2015

29th April 2016
This report offers a range of views from opinion leaders in their respective fields with regard to these themes, and their preferred direction for corporate reporting.

The Future of Reporting

28th April 2016
Hot topics: global volatility and uncertainty (geopolitical environment, commodity prices, interest rates, currency fluctuations, slowing growth in emerging markets)as well as technology advances disrupting established industries and business models.

KPMG 2016 Board Agenda

28th April 2016
t helps entities to prepare financial statements in accordance with IFRS by identifying the potential disclosures required. In addition, it includes the minimum disclosures required in the financial statements of a first-time adopter of IFRS.

KPMG 2015 Guide to Financial Statements

28th April 2016
Prioritizing a heavy audit committee agenda is never easy, and 2016 will be particularly challenging given the level of global volatility and uncertainty.

2016 Audit Committee Agenda

28th April 2016
his survey has looked at the reports of some 90 companies across ten countries over a 5 year period. The survey looks at the primary reporting document used in each country and refer to this
as the ‘annual report’ throughout.

KPMG 2015 Survey of Reporting

28th April 2016
Corporate boards play a central role in corporate governance and therefore are regulated in the corporate law and corporate governance codes of all industrialized countries.

Boards in Europe – Accountability and Convergence

20th April 2016
This study focuses on the role of the company secretary, an executive position that usually reports directly to the chairman and is the key point of contact for other board members.

Building Trust Trough Governance (The Company Secretary)

7th April 2016
Strengthens microprudential regulation and supervision, and adds a macroprudential overlay that includes capital buffers.

Basel Committee on Banking Supervision reforms – Basel III

2nd April 2016
This toolkit provides an overarching framework for the corporate gover- nance of state-owned enterprises (SOEs), along with the tools and informa- tion for making practical improvements.

Corporate Governance of State Owned Enterprises

26th March 2016
Board evaluation has emerged as a corporate governance priority and brought to the forefront many associated challenges. Board assessment procedures are evolving as nations and companies formulate and test diverse approaches.

Board Evaluations

26th March 2016
Regulators and board practitioners across different EU countries have developed their own governance systems, often “cherry-picking” ideas and best practices from other jurisdictions and calibrating them to local business needs.

Beyond The Old Boys’ Network

21st March 2016
A Global Regulatory Framework for More Resilient Banks and Banking Systems

Basel III

21st March 2016
Corporate governance incentives at too-big-to-fail financial firms deserve systematic examination. Industrial conglomerates have grown too large to be efficient.

Structural Corporate Degradation Due to Too Big to Fail Finance

8th March 2016
Scorecards have now been used globally for more than 10 years, providing suf cient experience to make it possible to compile this supplement to the initial codi cation toolkit.

Corporate Governance Scorecards

26th February 2016
Banks are different from other commercial enterprises. Few, if any, other business sectors have such effects on the real economy.Few, if any other businesses require such domain expertise from their board. This supplement is designed to provide that.

Governing Banks

26th February 2016
The Modern Corporation and Private Property is a book written by Adolf Berle and Gardiner Means published in 1932 regarding the foundations of United States corporate law. It explores the evolution of big business through a legal and economic lenses.

The Modern Corporation and Private Property

23rd February 2016
Porter's 5 forces analysis is a framework that attempts to analyze the level of competition within an industry and business strategy development.

The Five Competitive Forces That Shape Strategy

23rd February 2016
Most companies not only have tremendous dif?culty addressing this learning dilemma; they aren’t even aware that it exists. The reason: they misunderstand what learning is and how to bring it about.

Teaching Smart People How to Learn

21st February 2016
The journey begins with leaders understanding their life stories. Authentic leaders frame their stories in ways that allow them to see themselves not as passive observers but as individuals who learn from their experiences.

Discovering Authentic Leadership

21st February 2016
Today we must all learn to manage ourselves. What does that mean? As Peter Drucker tells us in this seminal article first published in 1999, it means we have to learn to develop ourselves.

Managing Oneself

21st February 2016
Companies that enjoy enduring success have a core purpose and core values that remain fixed while their strategies and practices endlessly adapt to a changing world. The rare ability to balance continuity and change requires discipline.

Building Your Company’s Vision

21st February 2016
John P. Kotter is renowned for his work on leading organizational change. In 1995, when this article was first published, he had just completed a ten-year study of more than 100 companies that attempted such a transformation.

Leading Change: Why Transformation Efforts Fail

21st February 2016
How do boards stay oriented towards long-term shareholder value in the face of short-term pressures? And, have boards made changes to their practices in the last few years to ensure an adequate focus on “governing for the long term?”

Governing for the Long term

13th February 2016
The research project undertaken by Tharawat & Pearl Initiative focuses on family businesses in Gulf countries and the Levant. Report provides deeper view into corporate and family governance structures of successful multigenerational companies.

Good Governance in Family Firms – Five Case studies from the Middle East

11th February 2016
Selection of practical examples, tips, lessons how to structure and run Family councils.

Family Councils – A Practical Guide

9th February 2016
Practical Case studies and Guidelines for Nominee Directors

The Incredible Adventures of Carla – Nominee Directors Practical Guide

9th February 2016
European Family Businesses (EFB) and KPMG joined forces to deliver insights into the how the European family business community perceives its business performance and prospects for growth.

Determined to Succeed – The European Family Business Barometer

8th February 2016
Compensation is in general correlated with revenue size. Larger companies pay higher levels. Among Top 200 companies, we found that 2014 total compensation for the average director increased +3.1% over 2013 levels, and +19.2% over 2009 levels.

2015 Director Compensation Study

7th February 2016
Companies with global aspirations require boards with global capability. So why don’t their boards reflect this new strategic direction?

Global Board Index 2014

7th February 2016
Report presents the results of the first thematic peer review based on the OECD Principles of Corporate Governance. The report is focused on board practices related to setting incentives and governing risks and covers 29 different countries

Board Practices – incentives and governing risks

7th February 2016
International Corporate Governance Network as the largest global investor led organisation of Governance professionals initiated this Principles to promote effective standards and advance efficient financial markets.

ICGN Global Governance Principles

7th February 2016
The article reviews evidence that group decision making is often preferable to that of individuals, focusing on evidence that groups are particularly likely to be more effective decisionmakers in settings analogous to those in which boards operate.

Why a Board? Group Decision making in Corporate governance

7th February 2016
In discussing the nature of the Chair-CEO relationship, the first thoughts offered by CEOs and Chairs on what makes for an effective relationship are broad words like “chemistry,” trust, respect, confidence.

Chairmanship

7th February 2016
Annual survey on Corporate governance and Directorship, Published by BDI is one of the most complete and comprehensive resources for Corporate governance benchmarking in the GCC region.

Promoting Professional Directorship

7th February 2016
Generational change offers boards the opportunity to improve their performance and increase diversity. A H&S survey of global board members shows there is little consensus on a matter.

How Boards tackle succession

7th February 2016
Sir Adrian Cadbury book on importance of Corporate governance in Family firms, published by Egon Zehnder

Family Firms and their Governance

7th February 2016
Ira Millstein and Sir Adrian Cadbury were asked to facilitate the discussion with seasoned Directors regarding implementation of the OECD Corporate governance principles in international Boardrooms.

OECD Principles – Boardroom perspective

6th February 2016
The Code sets out a number of areas of good practice to which the FRC believes institutional investors should aspire. It also describes steps asset owners can take to protect and enhance the value that accrues to the ultimate beneficiary.

UK Stewardship Code (2012)

27th January 2016
Formerly the Combined Code) sets out standards of good practice in relation to board leadership and effectiveness, remuneration, accountability and relations with shareholders.

UK Corporate Governance Code (2014)

27th January 2016
Boards need to think deeply about the way in which they carry out their role and the behaviours. The intention of this document is to stimulate boards’ thinking on how they can carry out their role most effectively.

Guidance on Board Effectivenss

27th January 2016
Hyper-connectivity as essential characteristic of the "4th Industrial Revolution". Heidrick & Struggles is highlighting several leadership imperatives for transformation mandate Boards and CEOs face today!

Leadership Imperatives for the Hyperconnected World

27th January 2016
Credit Suisse Research Institute work on Corporate governance as contributing factor for improved business performance. The study also introduces HOLT corporate governance scorecard used as effective investment decision making tool.

How Corporate governance matters?

27th January 2016
The publication provides a panorama of the different ownership structures, legal traditions, cultural contexts, corporate governance challenges and possible incentives for better corporate governance of non-listed companies around the world.

Corporate Governance of Non-listed Companies in Emerging Markets

26th January 2016
The contents of the book reflect authors years of risk management and governance practice as managers, directors as well as their academic scholarship.

Risk Taking – A Corporate Governance Perspective

26th January 2016
This paper clarifies why optimal corporate governance generally excludes monetary liability for breach of directors' and managers' fiduciary duty of care.

Monetary Liability for Breach of the Duty of Care

8th January 2016
Valuable corporate governance lessons from family businesses in South America's "Companies circle"

Governance challenges for Family-owned Businesses

17th September 2015
European confederation of director's association Principles for unlisted companies (2010)

Corporate governance principles for unlisted companies in Europe

17th September 2015
An Arabic translation of Family Business Governance Handbook prepared by IFC (World bank)

IFC Family Business governance Handbook (Arabic)

17th September 2015
IFC Family business governance Handbook

17th September 2015
The Corporate governance Code for Small and Medium Enterprises

17th September 2015
Corporate governance regulations in the KSA

17th September 2015
New OECD/G2

17th September 2015
European confederation of Director’s Associations Perspective on OECD Principles

15th September 2015

References

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Top 10 Topics for Directors in 2017

Corporate Governance Code of Listed Corporations (AFEP MEDEF)

Executive Benefits and Perks

Global Corporate Governance Report

Developments in Corporate Governance and Stewardship 2016

Singapore Stewardship Principles

Transformation – Delivering and Sustaining Breakthrough Performance

Enhancing Corporate Governance

Next Generation Family Businesses – Keeping Family Values Alive

The Future of Governance

Top 10 Topics for Directors in 2016

Corporate Governance Practices and Trends

King IV Report

A Report into the Ethnic Diversity of UK Boards

The Swinging Pendulum – Board Governance in the Age of Shareholder Empowerment

Global Family Business Survey 2016

Courage in the Boardroom: Winning in Uncertain Times

Board Report 2017

Principles of Corporate Governance

Board Performance Evaluation

Radical Innovation and Growth

Approaching Disruption

2016-2017 ISS Policy Survey Results

Visionary Board Leadership

Exploring the Digital Future of Management

Corporate Governance for a Changing World

Digital Disruption – How FinTech is Forcing Banking to a Tipping Point

Adapting Portfolios to Climate Change

Corporate Governance and Business Integrity

Does Your Security Chief Have Board Level Commercial Savvy

Board Practices and Financing for Latin American State Owned Enterprises

Hospitality & Leisure Corporate Governance Snapshot

Banking Conduct and Culture

FSB Letter to G20 Finance Ministers and Central Bank Governors

Navigating the Digital Age

Behavioural Risk Management in the Financial Services Industry

The Rise of the Independent Director – A Historical and Comparative Perspective

Next-generation Family Businesses Evolution – Keeping Family Values Alive

Ethics and Compliance Training Benchmark Report

The Cost of Compliance

What’s Holding Back the Private Sector in MENA?

Guidance for Audit Committees

Global Developments in Corporate Governance

Corporate Governance Frequently Asked Questions

Common-sense Principles of Corporate Governance

Corporate Culture and the Role of Boards

Audit Committee Oversight of Auditors

Board of Directors Role in Crisis Management

Building a Great Board

Gender Diversity on European Boards

Risk and Return in Latin America

The Real Impact of Digital

The Corporate Governance Review

Corporate Governance in Asian State Owned Enterprises

Law in the Boardroom

Governance in the Family Business

Family Governance – How Leading Families Manage the Challenges of Wealth

The Family Factor

Preparing or Procrastinating

Expect the Unexpected

Moving Faster, Drive Harder

Staying Power – Creating Lasting Success in Family Businesses

Improving Women’s Access to Leadership

Mapping Incoming Talent

What Makes Great Boards Great

Global Developments in Corporate Governance

Corporate Governance Success Stories MENA

OECD Corporate Governance Factbook

Standards of Institutional Discipline and Governance of Public Shareholding Companies (SCA)

The GCC Governance Code

Investing For a Sustainable Future

Room for Improvement (Survey of Business Reporting)

Who’s Running the Company?

Business and Human Rights

Opportunities and Challenges in Online Marketplace

2016 Global Board of Directors Survey

UK Corporate Governance Code 2016 (Final Draft)

Directive 2013/36/EU to the European Parliament and of Council

Widening The Lens – The Challenges Of Leveraging Boardroom Diversity