Governance and the role of Boards - speech by Andrew Bailey | Bank of England

Governance and the role of Boards - speech by Andrew Bailey | Bank of England

#CorpGov Corporate Governance: Board responsabilities

http://www.bankofengland.co.uk/pra/Documents/publications/cp/2015/cp1815.pdf

#CorpGov Who owns a company? - speech by Andrew Haldane | Bank of England

Who owns a company? - speech by Andrew Haldane | Bank of England

Changing the nature of board engagement | McKinsey & Company

Changing the nature of board engagement | McKinsey & Company

Sustainability: From the Back Room to the Board Room | INSEAD Knowledge

Sustainability: From the Back Room to the Board Room | INSEAD Knowledge

Why do Corporate Boards Need more Women? | INSEAD Knowledge

Why do Corporate Boards Need more Women? | INSEAD Knowledge

Battlefields and Boardrooms: Women's Leadership in the Military and the Private Sector | Center for a New American Security

http://www.cnas.org/battlefields-and-boardrooms#.VNzuwoakqnM

Making boards work | McKinsey & Company

http://www.mckinsey.com/insights/organization/making_boards_work

Business review 2014: boardroom dinosaurs and corporate ghosts | Business | The Guardian

http://www.theguardian.com/business/2014/dec/26/business-review-of-the-year-dinosaurs-boardroom

Boardroom 101: What, exactly, do directors do? | Notebook | Marcus Ventures

Boardroom 101: What, exactly, do directors do? | Notebook | Marcus Ventures

PwC's Annual Corporate Directors Survey cites criteria for future corporate boards: PwC

PwC's Annual Corporate Directors Survey cites criteria for future corporate boards: PwC

Recruiting for Europe’s boardrooms - EY - Global

Recruiting for Europe’s boardrooms - EY - Global

Lucy P. Marcus argues that company directors should adopt John Rawls's "veil of ignorance." - Project Syndicate

Two big power shifts are occurring around the world today. First, corporate power is growing relative to that of governments. Second, ordinary people are also gaining greater influence. What does it mean that these seemingly contradictory shifts are happening simultaneously?

There is, no doubt, more power in the hands of companies than ever before. People who have not been popularly elected control more and more of our daily lives – from entertainment and energy supplies to schools, railways, and postal services. At the same time, the speed of technological innovation is outpacing that of legislation, meaning that corporate activities are routinely entering seemingly gray areas devoid of regulation.

But, counterbalancing this trend, people now have the means and opportunities to ensure that companies’ behavior does not go unchecked. They are becoming more educated and aware of how companies operate, and they are more proactive and outspoken when they believe a company has crossed the line. The public increasingly acts as the conscience of companies and industries, asking hard questions and holding them to account.

See full Artocñe_ http://www.project-syndicate.org/commentary/lucy-p--marcus-says-that-companies-have-more-power-than-ever-before--but-so-do-people#IGGqGkoFAH5WWEMM.99

Justice minister calls for 30% boardroom quota for women - SWI swissinfo.ch

http://www.swissinfo.ch/eng/justice-minister-calls-for-30--boardroom-quota-for-women/40682056

Have corporate boards made progress toward board diversity and inclusion? PwC

Diversity in the boardroom is frequently a topic of discussion, as diversity of thought is critical to compete today. Pressure from stakeholders and quotas outside the US are making the call for gender diversity louder.

What are the impediments to increasing gender diversity on boards? Directors blame a lack of awareness of qualified diverse candidates, board leadership that’s not invested in recruiting diverse candidates, and disinterest in changing the current board composition.

And yet, nearly one in four new S&P 500 directors named in the last two years have been women,1, indicating a slow but steady shift towards a different picture down the road.

See Page: Have corporate boards made progress toward board diversity and inclusion? PwC

Looking at Corporate Governance from the Investor’s Perspective

Commissioner Luis A. Aguilar
Emory University School of Law, Corporate Governance Lecture Series, Atlanta, Georgia

April 21, 2014

Thank you for inviting me to speak in connection with the launch of Emory Law School’s newest journal: The Emory Corporate Governance and Accountability Review. Before I begin my remarks, let me issue the standard disclaimer that the views I express today are my own, and do not necessarily reflect the views of the U.S. Securities and Exchange Commission (“SEC” or “Commission”), my fellow Commissioners, or members of the Commission’s staff.

Corporate governance has always been an important topic. It is even more so today, as many Americans recognize the need to develop a more robust corporate governance regime in the aftermath of the deepest financial crisis since the Great Depression.

See full Press Release: http://www.sec.gov/News/Speech/Detail/Speech/1370541547078#.VAmnDfmSx8E

Boards of Directors, Corporate Governance and Cyber-Risks: Sharpening the Focus

Commissioner Luis A. Aguilar
"Cyber Risks and the Boardroom" Conference
New York Stock Exchange
New York, NY

June 10, 2014

Good afternoon. Thank you for that kind introduction. I am glad to be back at the New York Stock Exchange. In anticipating today’s conference, I thought back to an earlier trip to the NYSE where in April 2009, I had the opportunity to ring the closing bell. Before I begin my remarks, let me issue the standard disclaimer that the views I express today are my own, and do not necessarily reflect the views of the U.S. Securities and Exchange Commission (“SEC” or “Commission”), my fellow Commissioners, or members of the staff.

I am pleased to be here and to have the opportunity to speak about cyber-risks and the boardroom, a topic that is both timely and extremely important. Over just a relatively short period of time, cybersecurity has become a top concern of American companies, financial institutions, law enforcement, and many regulators.[1] I suspect that not too long ago, we would have been hard-pressed to find many individuals who had even heard of cybersecurity, let alone known what it meant. Yet, in the past few years, there can be no doubt that the focus on this issue has dramatically increased.[2]

See full Press Release: http://www.sec.gov/News/Speech/Detail/Speech/1370542057946#.VAmnBPmSx8E

Wanted: More Directors With Digital Savvy | Russell Reynolds Associates

Wanted: More Directors With Digital Savvy | Russell Reynolds Associates

Recommendations to Meet Future Governance Challenges

How Boardroom History Is Writing Its Future

There have been significant, positive changes in boardroom practices over the past 25 years. However, there is still work to do, says the author, whose expertise in corporate governance matters was tapped for lawsuits involving the Tyco and Enron fiascos at the dawn of this new century. Drawing on decades of research and experience, the author outlines the major problems that boards have faced over the past quarter century and the solutions proposed to overcome them. He warns of the negative, unintended consequences of some of these solutions, many of which were not thought through carefully and may be based on false premises. Finally, he offers four recommendations for directors, CEOs, shareholders and other stakeholders on how to meet future governance challenges within the wider context of business. Put simply, there needs to be open communication between all parties and a consensus on the ultimate purpose of the firm.

See full Article: http://www.ieseinsight.com/review/articulo.aspx?doc=114439&seccion=4&issue=21

6 Items for the Top of Every Board's Agenda

Renewing the Board's Mission

The role of boards of directors is in the spotlight. Can boards do a better job at protecting their companies? There's certainly good reason to think so. Today, some experts are calling for tougher regulations on boards and a larger role for shareholders in key strategic decision-making. Others advocate for more professional board directors. Neither of these solutions is enough. What is needed is a clearer vision of the firm's overarching purpose, as well as aligning and measuring its long-term success. Also required is a drastic rethink of how the board can add long-term value to the company it serves. Such changes will be necessary not only to shape up corporate governance practices, but also to safeguard the future of capitalism itself.

See full Article: http://www.ieseinsight.com/review/articulo.aspx?doc=114442&seccion=4&issue=21