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Content Type:
Event
30 Jul 2013
Location: Newcastle, NSW
This briefing will provide an opportunity to reflect on the role of the board and executive team in setting the overall tone of organisational culture, how boards influence leadership skills and the importance of aligning your employee engagement strategies to core business objectives.
Impacts o...
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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
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:
CDM Article
01 Mar 2012
Shaun Fraser and Jamie Irving identify some questions boards should be asking to assess whether they have an effective framework in place to tackle the current volatile and risky business environment.
Australian Non-Executive Directors (NEDs) operate in an increasingly difficult and risk...
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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 Apr 2010
Technology advancements are creating new opportunities and threats for companies. The Australian Institute of Company Directors and CSC hosted a discussion on how boards can respond.
Stepping up to IT challenges
Rapid technology changes are creating a host of challenges for directors.
The g...
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Content Type:
CDM Article
01 Nov 2009
Domini Stuart
discusses how the board can help a company reshape itself in good or bad times.
Redrawing the lines
In tough times, boards should:
Be proactive
Bring in advisers sooner rather than later
Talk to management regularly
Demand frequent finan...
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Content Type:
Media Release
24 Jun 2009
The Federal Government’s moves to restrict executive termination payments go too far and will impact on the ability of Australian companies to recruit top quality executives, the Australian Institute of Company Directors (AICD) said today.While welcoming some improvements made to the original draft ...
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Content Type:
CDM Article
01 Jun 2009
Tony Featherstone
investigates why the founders of some family owned companies resist forming a board, and the benefits they may be missing out on.
Opening the family board to NEDs
Key points
A family company board poses unique challenges
Founders struggle w...
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Content Type:
CDM Article
01 Jun 2009
Tony Featherstone
ponders what the board should do if the founder is no longer the right person to run a venture in a changing operating environment.
Unseating the founder
Directors of fast-growth small companies face a significant challenge: some must decide whether the entrepren...
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Content Type:
CDM Article
01 May 2009
Tony Featherstone
argues that entrepreneurs need to be taught to think about boards much earlier in their venture’s development.
Encouraging start-up governance
I recently asked a group of entrepreneurship students about their views on boards. The response: complete silence. To be fair, ...
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Content Type:
CDM Article
01 May 2009
Charles Beelaerts
investigates how boards can get the best out of their performance reviews – and whether the financial crisis is affecting how these are done.
Measuring your board’s performance
The need to undertake board reviews is not new. In 2003, the Australian Securities Exchange s...
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Content Type:
CDM Article
01 Mar 2009
Mercedes Trautwein
outlines some ways in which you can keep staff motivated and passionate in times of gloom.
Don’t just dangle the carrot
Staff motivation is today’s boardroom BBQ stopper. Employees are being asked to work even harder, longer and take on additional duties d...
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Content Type:
CDM Article
01 Sep 2008
Just like a marriage, the relationship between boards and CEOs can have its ups and downs.
Domini Stuart
provides tips on how to nurture and build this union, and on how to end it if all else fails.
Through thick or thin
At best, the relationship between a company’s board of dire...
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Content Type:
CDM Article
01 Feb 2008
AICD’s International Company Directors Course helps directors and senior executives to ease over the barriers that make cross border operations difficult.
Stepping over global boundaries
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Content Type:
CDM Article
01 Feb 2008
Richard Hewson
explains how the subtleties of human comfort zones can upset the relationship between CEOs and boards.
Discomfort zone
Is the relationshipbetween your board and your CEO as effective as you would want? When the board and the executives of an organisation are not...
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Content Type:
Policy Submission
08 Nov 2007
This submission comments on the PJC inquiry into Shareholder engagement and participation. Updated:16/4/08 with PJC transcript 22/5/08 with responses to questions on notice
Cover Letter for PJC Inquiry into shareholder e...
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Content Type:
CDM Article
01 Jun 2004
A board, like a house, needs solid foundations, but the evidence coming out of some of the recent boardroom problems such as the NAB suggest that some of these foundations are not well understood. Richard Leblanc* makes some suggestions on building a better board Building a better board
A board, li...
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Content Type:
CDM Article
01 Jun 2004
The fact that the Department of Defence withheld information from the Federal Government on its knowledge of prisoner abuse in Iraq (resulting in John Howard having to make a public apology) may at first glance not have any implications for directors. Managers in uniforms do Government a disservice
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