Directors should avoid accepting more directorships than they can handle.
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Articles on Company directors
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Companies must strengthen their boards if they want to survive these uncertain times.
Boards of non-profit companies must be vigilant about who they appoint as directors and do proper screening.
Companies need to reset their mission so that profitability is a means to an end - the organisation’s social purpose - not an end in itself is essential.
The view that long-serving directors are so enmeshed with the company that they lack independence is gaining traction.
Director remuneration practices and policies are coming in for much greater scrutiny.
A new study involving extensive interviews with dozens of directors shows that they see their roles as more about supporting executives, not challenging them.
Between £16 billion and £27 billion is estimated to be unrecoverable from small businesses alone.
Following collapses like cake shop chain Patisserie Valerie, the UK government is trying to toughen up the rules around financial reporting.
The state capture inquiry shows that South Africa’s parliament needs to urgently end the uncertainty about whether or not shadow directors are governed by the Companies Act.
Director’s responsibilities are to the company, not the the owners, even if those owners are the government.
Eight former directors of the collapsed super-contractor face being banned for up to 15 years if they are found to be unfit to run a company.
More women on corporate boards means more opportunities for women, and better performances by businesses.
The publicity given to the Moyo saga has brought to the forefront some important lessons that should be noted by company directors.
There are at least four ways in which directors can be responsible for reckless or fraudulent trading.
A company director these days is often a skilled professional packing a lot of experience, but these very same factors will count against a director when a court decides a delinquency application.
181 business leaders say they’ve changed tack. From now on they’ll look after “stakeholders” as well as shareholders, but it’s not clear they mean it.
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.
The only predictor of boards reaching 30% female directors is if it has a director who sits on another board that has already met the target.
Top contributors
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Professor in Company Law, University of South Africa
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Senior Lecturer in Law, University of Liverpool
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Professor of Finance, UNSW Sydney
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Adjunct Associate Professor, Monash University
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Senior Lecturer in Finance, University of Sydney
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Professor of Law, Brooklyn Law School
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Visiting Fellow, Macquarie University Applied Finance Centre, Macquarie University
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Professor of Entrepreneurship, MIT Sloan School of Management
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Professor, Melbourne Law School, The University of Melbourne
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Associate Professor in Public Law, University of Cape Town
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Professor of Corporate Law, University of Sydney
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Academic in the Department of Business Management, Stellenbosch University
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Lecturer in Accounting, RMIT University
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Professor of Accounting, Associate Director Centre for Transformative Innovation, Swinburne University of Technology
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Vice President and Executive Dean, College of Business, Government and Law, Flinders University
