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Content Type:
The Boardroom Report
02 May 2012
Unlocking hidden networks; Pressure rises for remuneration committees; More independent directors needed on super fund boards; Room for NFP boards to lift their game; Five ways to boost your team's IQ
Unlocking hidden networks
More than half the directors participating in a recent survey ci...
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Content Type:
Director Q and A
04 Jan 2011
The chair acts as an important link between the board and the CEO/company. The role of the chair is not defined in the Corporations Act 2001. Thus many functions of the chair are customary rather than formalised by law. This Q&A outlines the role and responsibilities of the chairman both inside ...
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Content Type:
Director Q and A
04 Jan 2011
Advisory boards provide non-binding strategic advice to organisations. Unlike statutory boards required by the Corporations Act 2001, they are informal in nature and therefore have greater flexibility in how they are set up and managed. This Q&A describes the role of advisory boards, when a comp...
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Content Type:
Director Q and A
04 Jan 2011
A productive and harmonious relationship between the board and management is critical for good governance and organisational effectiveness but can be difficult to achieve in reality. The board and management are trying to achieve the same vision and objectives so a partnership based on trust and res...
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Content Type:
Director Q and A
04 Jan 2011
Succession planning enables an organisation to refresh its leaders in order to continue meeting the challenges of a constantly changing business environment. The aim is to have the right person able to fill the vacancy at the right time so that the board has the opportunity to manage its future need...
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Content Type:
Director Q and A
04 Jan 2011
Since the global financial crisis, there is an increased expectation that the performance of boards and individual directors will be regularly appraised. This is reflected in Principle 2.5 of the ASX CGC Corporate Governance Principles and Recommendations. This Q&A runs through who and what will...
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Content Type:
Director Q and A
04 Jan 2011
Directors can resign or be removed from office for various reasons. This Q&A describes the legal issues and required process for the removal, resignation or disqualification of company directors in public and proprietary companies. It also covers casual vacancies and special considerations for e...
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Content Type:
Director Q and A
04 Jan 2011
Executive Directors are employees of the company as well as being a member of the Board. On top of their full time executive position, they are appointed by the Board. At law they have the same duties and responsibilities as other Directors. This Q&A runs through the role of Executive Directors ...
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Content Type:
Director Q and A
04 Jan 2011
The board has the responsibility of assessing the performance of the CEO and has a vested interest in ensuring the CEO is effective. This Q&A explains the process of how to conduct an appraisal, how often they should be carried out and other considerations to take into account to ensure a good r...
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Content Type:
Director Q and A
04 Jan 2011
The CEO is the more senior executive in the organisation. The Managing Director is also the most senior executive but sits on the Board of Directors as well. This Q&A outlines the main aspects of the MD's/CEO's role and the differences between them as well as executive service agreements and del...
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Content Type:
Director Q and A
04 Jan 2011
Director remuneration is based a wide range of criteria including the size, nature and profitability of a company and the required time commitment. This Q&A suggests several Director remuneration surveys which provide a breakdown of director fees across director role, size of company, company tu...
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Content Type:
Media Release
26 Oct 2010
The Australian Institute of Company Directors today announced the opening of applications for a new scholarship program aimed at helping to lift the representation of women on Australian boards.
Over 70 scholarships will be awarded to high performing board-ready women, giving them the opportu...
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Content Type:
CDM Article
01 Aug 2010
John O’Neill tells
Tony Featherstone
why he is once again putting everything on the line for the Australian Rugby Union.
Back in the scrum
After 13 years as a top sports administrator, John O’Neill FAICD is as hard as a rugby scrum. The fo...
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Content Type:
CDM Article
01 Aug 2010
Do good things come in pairs?
Domini Stuart
investigates whether a two-tiered board would better clarify directors’ roles and responsibilities and help close the “expectation gap”.
Double trouble
A two-tiered board
May reduce NED liability
Could reset directors’ responsibilitie...
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Content Type:
CDM Article
01 Jul 2010
John Colvin
weighs into the debate of whether the expectation gap between how boards operate and what’s expected of them could be narrowed if directors’ roles were reformulated.
Great expectations
In business, we all know how important it is for any company to have appropriate and cl...
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Content Type:
CDM Article
01 Jun 2010
Given the nature of their roles, non-executive directors cannot know everything about an organisation and are heavily dependent on management for information.
Domini Stuart
investigates how directors can improve this information flow.
Removing the chinks from the informati...
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Content Type:
CDM Article
01 Jun 2010
Senior directors discussed the ins and outs of resigning from a board gracefully at the
Company Directors Conference, Directorship:10
in Christchurch, New Zealand, in May.
Should I stay or should I go?
Like many other experienced dire...