Professional Documents
Culture Documents
OVERVIEW OF PRESENTATION
Board structures Non-executive (independent) directors Audit committees Remunerations committees Nominations committees Non-executive directors Tone at the top
BOARD STRUCTURES
ROLES
Chairman (CM): ideally independent (NED). Task is to manage the board, not run the organisations operations Chief Executive Officer (CEO): Task is to manage the operations of the organisation on behalf of the board Usual practice in USA is to have joint CEO/CM, in UK and many other economies it is considered to be poor governance practice
UNITARY BOARDS
A single board comprising executive (those with direct responsibility for operations) and nonexecutive (independent, with no management responsibilities within the organisation) Elected by shareholders
DUAL BOARD
Supervisory board responsible for strategic management Management board responsible for operating the organisation Clear separation of management and control Shareholders elect supervisory board members, who then appoint management board members
EUROPEAN UNION
Unitary
Belgium Finland France Ireland Italy Luxembourg Portugal Spain Sweden UK
Two tier
Austria Bulgaria Czech Republic Denmark Germany Hungary Netherlands Poland Romania
EASTERN EUROPE
Russia
Dual board
AFRICA
there are as many influences in the evolution of corporate governance structures in Africa as there were colonial powers. This means that most of English-speaking Africa is aligned to the British model, the French-speaking to the French model, and the Portuguese-speaking to the Portuguese version of governance
NON-EXECUTIVE DIRECTORS
BOARD SUBCOMMITTEES
Good The CEO sees the board as providing positive and constructive advice and guidance Information is freely and comprehensively provided Agendas are designed to encourage and enable open debate All board members are able to make effective contributions in discussions The roles of CEO and Chairman are separated All board members are able and prepared to address important issues without the threat of removal Independent directors have the ability to request and obtain the information they need Independent directors are able to make contributions to strategic direction as appropriate
Bad The CEO sees the board as an unnecessary bureaucratic burden Information flow to directors from management is poor CEO sets rigid agendas, and discourages debate and interjection Senior management do not facilitate open debates to discuss serious issues Directors are subordinate to the wishes of the CEO Directors are unwilling to confront important issues due to a fear of being replaced or sidelined Strategic information is provided solely by executive directors Timely interventions to avoid strategic errors are discouraged
It is probable that if any more than one of these rules is not complied with effective corporate governance cannot be guaranteed