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Content Type:
CDM Article
01 Apr 2013
Peter Pearce
dispels some modern myths to help directors and their organisations embark on an ethical journey.
Ethics is the essential but too often silent ingredient in corporate governance, risk and compliance (GRC) efforts. For directors and boards, GRC and a whole lot else will alwa...
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Content Type:
CDM Article
01 Mar 2013
John Colvin discusses Company Directors’ involvement in recent moves to boost global corporate governance, including worldwide boardroom diversity.
The last month has highlighted for me the important leadership role Company Directors is now playing, not only on issues of importance to dir...
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Content Type:
Director Q and A
31 Jan 2013
Most corporate governance codes focus their attention on listed companies. However the basic precepts of good governance are fundamental to all organisations – having a board charter, well defined roles and responsibilities for board members, appropriate financial knowledge, accountability and trans...
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Content Type:
Director Q and A
31 Jan 2013
A non-executive director is a one who is not employed by the organisation in an executive capacity. All directors, whether executive or non-executive, must comply with basic legal requirements under the Corporations Act 2001. This Q&A describes the role of the non executive director and how they...
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Content Type:
Director Q and A
31 Jan 2013
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
31 Jan 2013
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
31 Jan 2013
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
31 Jan 2013
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
31 Jan 2013
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
31 Jan 2013
Company secretaries traditionally have had the role of administering the affairs of the company and the business of the board. This role has now expanded to include an involvement with corporate governance policies and practices within the company. This Q&A outlines their responsibilities as per...
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Content Type:
Media Release
17 Sep 2012
The proposed Australian Charities and Not-for-profits Commission (ACNC) will have no impact or a negative impact on not-for-profit (NFP) governance across a range of areas, according to the findings of an Australian Institute of Company Directors’ study, the Directors Social Impact Study 2012.
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Content Type:
Policy Submission
20 Jul 2012
This submission to the Australian Prudential Regulation Authority (APRA) is in response to the draft prudential standards for superannuation and APRA’s “Response to Submissions”, which were released on 27 April 2012.
In the submission, we focus on particular issues in the foll...