Research

New research from The Chartered Governance Institute UK & Ireland (CGIUKI) has highlighted a significant gap in the legal and governance framework governing extended leave, raising concerns about accountability and responsibility when trustees, directors and other statutory officeholders step away from their duties for prolonged periods.

Boards need to discuss the issues and take the decisions that have a bearing on the long-term success of their organisation. Yet research from the Institute and Board Intelligence suggests that in many organisations board packs are a barrier to such discussions, rather than an aid.

Board Behavioural Dynamics is the Board’s ability to come together effectively as a collective body. This Handbook describes how to deliver Board Behavioural Dynamics to optimise Boards of large, highly regulated organisations across multiple jurisdictions.

Although 63% of companies cite people-related risks including staff and skills retention as one of their principal risks only 35% of company secretaries say their executive pipeline has a sustainable pool of talent.

Engaging an independent reviewer can bring greater objectivity and fresh insights to the process, and to help the board identify any issues that it might need to address. It can also provide some reassurance to stakeholders that the board takes its responsibilities seriously.

The 12 elements of independent judgement for a UK board: A guide for directors

A View at the Top: Boardroom Trends in Britain’s Top 100 Companies

In May 2019, as part of a partnership with Diligent Corporation, looking at the challenges facing the 21st century board and the company secretary’s role in supporting and guiding chairs and boards to meet these challenges, The Chartered Governance Institute UK & Ireland convened a roundtable to discuss the issues of board composition and diversity from a range of perspectives. What is the size and scale of the challenge that companies face in building a balanced board?