Operating an effective board

May 2014  |  SPECIAL REPORT: OPERATING AN EFFECTIVE BOARD

Financier Worldwide Magazine

May 2014 Issue

May 2014 Issue


Continued pressure from regulators and shareholders is leading corporate boards to scrutinise and strengthen governance roles and responsibilities. Today’s boards are in the spotlight, and must deliver in the area of strategy and company performance while steering the firm away from emerging risks and crises. All the while, they must balance the issues of corporate ethics, executive compensation and ever-changing regulations. Recent years have seen many boards work tirelessly to bolster the effectiveness of their organisations’ governance models, hoping to uncover the secrets of an effective board and eliminate gaps or shortcomings in board or management charters. While the majority achieves this, many boards do not fulfil their potential.

FORUM: Executive compensation: recent developments and best practices

FW moderates a discussion on executive compensation and best practices between Finn L. Dahl at Accurate Equity, Robin Ferracone at Farient Advisors, Jonathan M. Ocker at Orrick, Herrington & Sutcliffe LLP, and Alessandra K. Murata at Skadden, Arps, Slate, Meagher & Flom LLP.

The effective board of directors: leading practices in board evaluations

MNP LLP Long after the tumult of corporate scandals and the global financial crisis, the spotlight continues to shine on the performance of boards of directors. Responding to demands for higher standards to support the integrity and stability of financial markets, regulators…

Boardroom distractions

Minter Ellison Until recently, there were two topics that could reliably cause a loss of sleep for Australian non-executive directors: shareholder class actions and a ‘second strike’ shareholder vote against the annual remuneration report. Over the past 12 months, however, a third, more amorphous, threat has been…

Managing personal risks to board members

Reed Smith Richards Butler Directors may not have noticed the increasing risks of potential personal liability which they may be facing. However, around the world, new avenues are being developed by which directors may be made personally liable for their conduct. Directors need to…

Identifying and managing business risks – defined benefit pensions

Barnett Waddingham LLP The phrase ‘elephant in the room’ couldn’t be more apt than in relation to the business risk posed by defined benefit pensions. The total liabilities of a scheme are often comparable in size to the capital value of the sponsoring employer; contribution requirements can exceed free cashflow…

How trustee boards can operate effectively

Spence & Partners Governance boards of all types face challenges – the stewardship of any organisation is rarely an easy task and issues such as conflicts of interest, ‘group think’, diversity and allocation of scarce resources will invariably need to be overcome. Trustee boards responsible for…


IN ASSOCIATION WITH

Accurate Equity

Farient Advisors LLC

Orrick

Skadden, Arps, Slate, Meagher & Flom LLP


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