Steinhoff was the darling of investors, asset managers, analysts and financial journalists. But its success was built on shaky foundations.
How can our major institutions, particularly from the banking and finance sector retain their corporate legitimacy? What role should their boards be playing?
Flaws in the ABC Act set up conflict and allow the government to pressure it.
All companies with over 250 employees would be required to have one third of its board comprised of employee representatives.
The candidates most likely to be chosen as independent directors are those good at avoiding tax.
The corporate sector owes David Murray a debt of gratitude for starting a debate about ASX governance rules that lead boards to delegate matters that are properly their responsibility.
Evidence to the Banking Royal Commission points to the systemic failings of corporate governance built on the idea of shareholder primacy. It's time to rethink the unitary board system for a start.
Pressure to meet ever-higher performance targets can lead to misconduct of the sort exposed by the royal commission. Targets need to operate within a framework of ethical governance to avoid this.
Splitting company boards and allowing employees to elect board members are just the start of the reforms needed to fix corporate governance.
In choosing not to impose restrictions on bonuses and commissions, the government left untouched the incentives for inappropriate financial advice and lending decisions.
High CEO compensation angers the public, particularly when it doesn't seemed tied to performance. But as a whole, trends in executive compensation are consistent with fundamental economic forces.
The gender pay gap and CEO to worker pay ratio won't be fixed by corporate governance initiatives alone.
All Steinhoff directors should be held accountable for the international corporate scandal.
Zuckerberg's control over the way Facebook is run far outstrips his shareholdings. That can be a problem when scandals hit.
Corporates are willing to embrace corporate social responsibility initiatives. But many fail due to cultural insensitivity and misplaced communication strategies.
The share of board seats held by women varies dramatically across the country, from none in Alaska to close to half in New Mexico. A few key policies may make all the difference.
Gaps in the two tier board structure which is favoured in Europe may be partly responsible for the Steinhoff corporate scandal.
Cyril Ramaphosa seems to be on the way to uniting a fractious ANC. But he's got a rough road to travel before he can claim any victories.
Its been 13 years since Mauritius introduced codes of corporate governance for listed companies with mixed results. Its experience is useful for other developing countries looking to do the same.
If APRA cannot evaluate a bank’s governance, who can?