Stakeholder Engagement Results

This page outlines a collection of information on our website regarding stakeholder engagement.  You can refine these search results using the options provided in the left-hand menu.

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Showing results 1-17 of 17
  • 01 Jul 2014

    Beware the float that sinks

    Tony Featherstone warns directors to exercise more care than ever when joining the board of a company looking to list on a stock exchange. Picture this: a fast-growing company wants to raise $150 million through an initial public offering (IPO) on the Australian Securities Exchange (ASX). As part ...

    Content Type: CDM Article

  • 01 Jul 2014

    Riding the new wave of activism

    Tony Featherstone examines an apparent trend in shareholder activism and provides some pointers on how boards can deal with it. There are two opposing views on the rise of shareholder activism in Australia. First, that boards should embrace the benefits of an active, engaged shareholder base and ...

    Content Type: CDM Article

  • 01 Apr 2014

    Boards can lift a layer of mystery

    While loath to increase the board’s reporting burden, Tony Featherstone believes that stakeholders should know more about its framework for strategic governance. Strategy governance will become an even bigger issue in the next few years as stakeholders hold boards more accountable for the up...

    Content Type: CDM Article

  • 01 Mar 2014

    Plotting the future

    What should your board’s role be in developing and overseeing the implementation of strategy in your organisation? Tony Featherstone searches for answers. How involved should boards be in organisation strategy? That is arguably the most important, and difficult, question in modern governance...

    Content Type: CDM Article

  • 01 Dec 2013

    Making the right moves in 2014

    Tony Featherstone identifies seven key issues boards need to watch as they grapple with rapid shifts in the competitive landscape in the year of the horse. Donald Rumsfeld’s memorable speech about “known knowns”, “known unknowns” and “unknown unknowns” seems an apt description for the vast ...

    Content Type: CDM Article

  • 01 Sep 2013

    Having skin in the game

    Tony Featherstone questions whether directors owning more shares in the companies they govern will better align their interests with those of shareholders. Do directors have enough "skin in the game" by owning shares in companies they govern, and would holding more shares improve the alig...

    Content Type: CDM Article

  • 01 Aug 2013

    Removing roadblocks to growth

    Tony Featherstone calls for policy changes to encourage directors to join the boards of entrepreneurial start-ups earlier or when needed most. Senator Kate Lundy’s comments in July about getting technology start-ups back in the policy limelight were a good sign. Let’s hope Senator Lundy, ...

    Content Type: CDM Article

  • 01 Aug 2013

    Q and A with Nora Scheinkestel

    Nora Scheinkestel talks to Tony Featherstone about how she became a trailblazer for professional career directors and one not afraid to ruffle feathers. Directors often talk about governance as a "career" and their directorships as a "portfolio". For Nora Scheinkestel, direc...

    Content Type: CDM Article

  • 01 Jul 2013

    Closing the gap with Canberra

    Tony Featherstone suggests three ways to mend the fractured relationship between government and business. Myer Holdings chairman Paul McClintock AO FAICD says the gap between Canberra and business has never been wider and that, regardless of which party wins the federal election, a huge ...

    Content Type: CDM Article

  • 01 Jul 2013

    Q and A with Paul McClintock

    Paul McClintock talks to Tony Featherstone about whether the federal government’s relationships with business and state governments are broken, and if so, how they can be fixed. The federal government, current or new, has no greater task after the election than to rebuild its relationship...

    Content Type: CDM Article

  • 01 Jun 2013

    Fireproof your good name

    Warren Buffett said: “It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.” Tony Featherstone examines what boards should be doing differently in an age where social media is like match and kerosene for corporate scandals. ...

    Content Type: CDM Article

  • 01 May 2013

    Q&A with Jac Nasser

    Jac Nasser, described as a chairman of chairmen, talks to Tony Featherstone about succession planning, leadership development, board composition and other governance matters at the world’s biggest mining company. It is easy to judge boards only on big events: the CEO appointment, successi...

    Content Type: CDM Article

  • 01 Apr 2013

    Q&A with Kathleen Conlon

    Kathleen Conlon talks to Tony Featherstone about boardroom diversity, the risks of policy-on-the-run, strategy formation and how emerging directors can find their first board position. A constant danger for boards is the potential for "groupthink" if directors agree too easily with the co...

    Content Type: CDM Article

  • 01 Mar 2013

    Avoiding Band-Aid disclosure solutions

    Tony Featherstone believes we should give listed companies greater confidence about when to disclose price-sensitive information to the market rather than looking for temporary solutions. No one doubts the need for a well-informed share market and giving listed companies more flexibility ...

    Content Type: CDM Article

  • 01 Mar 2013

    Q&A with Ken Henry

    Dr Ken Henry talks to Tony Featherstone about Australia’s role in the Asian century, how our tax system should be reformed and life outside of the public service. From high above Melbourne, Dr Ken Henry AC provides a glimpse of how great Australian business can become and a scale of natio...

    Content Type: CDM Article

  • 01 Nov 2012

    Life after politics

    Do ex-politicians make good directors? Tony Featherstone discovers they could have much to offer, if only they would stop being politicians. What ex-politicians can bring to the boardroom The potential to lift the organisation’s profile and attract donations An ability t...

    Content Type: CDM Article

  • 01 Nov 2012

    Q&A with Keith De Lacy

    Keith De Lacy talks to Tony Featherstone about the deteriorating relationship between government and business in Australia, life after politics and the joys and challenges of being a company director. A full-time board career is an obvious, orderly, linear progression for many directors a...

    Content Type: CDM Article