As modern corporate governance turns 21 following the 1992 publication of the Cadbury report, we review where UK businesses are succeeding in demonstrating accountability – and the areas that still need work.
Our interim corporate governance research into more than 240 FTSE 350 annual reports in 2011/2012 finds that while FTSE 350 chairmen are better engaged on corporate governance, many still aren’t setting a clear ‘tone from the top’.
The Financial Reporting Council (FRC), which oversees the UK’s corporate governance codes, released a new report today showing a strong uptake of new provisions among companies and shareholders. But the review also highlights some ongoing areas of concern…
Our 10th annual Corporate Governance Review highlights the current trends and challenges that face the FTSE 350. While the UK’s top performing companies have made considerable achievements over the last decade, the review shows where the new focus areas lie.
The acquisition of Cadbury plc by the US-based Kraft Food Inc in 2010 caused a public outcry and political debate on the UK takeover regime. As a result, new rules have come into force on UK public company takeovers. What are the key amendments, and how will they impact future M&A and takeover activity?
Find out which senior management positions UK businesswomen are getting with our visualisation of data from the 2011 Grant Thornton International Business Report (IBR), which reveals the distribution of roles across UK boardrooms.
The UK Bribery Act comes into force on 1 July 2011 and in our experience companies underestimate the time required to implement an anti-corruption strategy. So for those who have yet to act, and have less than two months to do so, what do you need to know?
What issues will be topical during the current reporting cycle for private and non-listed companies? And what are their wider business concerns? Grant Thornton’s new guide helps non-executive directors (NEDs) understand the issues.
FTSE 100 director bonuses fell by 30% last year but have jumped 22% this year. Basic salaries and share incentives are also up. Are the good times back? Damon Syson reviews the lie of the land for executive salaries.
If you could ask a fellow finance director for their advice in the current economy, what do you think they would say? A number of outstanding finance directors shared their views in Grant Thornton’s FD survey, researched in conjunction with Directorbank.
Our 2010 FTSE 350 Corporate Governance Code highlights key issues in governance trends in the UK’s leading companies and assesses whether they are prepared for the requirements of new governance guidance
There were some differences in how the directors thought an FD should be incentivised, against the views of the outstanding FDs themselves, according to Grant Thornton’s recent survey, researched in conjunction with Directorbank
Private equity remains a significant part of the UK economy and is often under the microscope. It remains a dominant force in the M&A market. In our survey of 350 directors, we asked whether having a stake in a private equity business drives different behaviours – 70% of them said that it does.
Understanding the business and getting as much commercial exposure as early as possible is critical for becoming a successful FD, according to Grant Thornton’s recent survey, researched in conjunction with Directorbank. But how? A number of outstanding finance directors share their views…
Finance directors aren’t normally the face of the company, or even seen as big names of the business world, yet it’s often the case that they are the beating heart of a successful company. Our recent What makes an outstanding FD? report, researched in conjunction with Directorbank, highlights that it’s time their worth is recognised. We also interview three directors – including Directorbank’s MD John Pearce (below) who talks about the growing importance of the finance director’s role .
Corporate scandals involving companies like the Maxwell Group, Enron, WorldCom and Satyam, and the recent banking crisis, have influenced the corporate governance norms in the US, the UK and India. Our recent India Watch article examines the key differences between the corporate governance regimes in both the UK and India.