There is no denying that the shareholder model of business needs countering, but this doesn't mean IOFs are the best remedy.
Little research has been done on the impact of multinational companies that are born and bred on African soil.
A lesson from the 2012 massacre of mineworkers is the need for government to retain its role as primary governance agent, enforcing clear rules and ensuring the provision of public goods and services.
The consequences for board members of corporations found to violate the law and ethical norms are rare and usually minor.
Putting employee directors on Australian boards is seriously back on the agenda for the first time since the 1970s.
The hard nuts to crack are getting women into chief executive positions and getting them paid as much.
There's a problem in thinking more women on boards is a great indicator of significant progress on diversity.
The ASX was late to the corporate governance party and its fourth reheat remains as flawed as ever.
The reality is that companies are at risk without a social licence to operate, so why shy away from the term?
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.