Summary
Welcome to the Tomorrow's Corporate Governance website, a platform for our Good Governance Forum.
 
Corporate governance has come under the spotlight as we learn the lessons from the financial crisis.  We define governance as “the procedures and practice associated with decision-making, performance and control, which provide structures and satisfy expectations of accountability in large, mainly commercial, organisations.”

Businesses are engines of value creation and operate within what Tomorrow’s Company calls the ‘triple context’ – where value creation will increasingly depend on integrating social, environmental and economic value drivers. It is an environment where non-financial and intangible assets are significant drivers of corporate performance and where value is often created through collaborative global networks, reshaping traditional boundaries of power, control and influence. This context will increasingly shape board and investor strategies and will frame the governance agenda of the future which will determine future business success. Governance must therefore be increasingly judged by its impact on long-term and sustainable value creation.
 
The Good Governance Forum supports achieving business success through improving the quality of corporate governance by providing tools, resources and other instruments for chairs, company secretaries and other key people who drive the quality of board performance. It works with regulators and others to help create the best possible environment for good corporate governance.
 
To date the Forum has produced two major outputs:
 
 

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posted by Admin  on October 19, 2009

This Tomorrow’s Company report seeks to understand the link between innovation and the effective management of risk. The price of poor governance has been increasingly evident through the credit crunch and recession. The report in particular considers the relationship between innovation and difference or 'diversity' on the board;  the effectiveness and role of non-executive directors, and the impact of the criteria of independence; the relationship between innovation and risk; and the impact of quality of leadership - 'the tone from the top'. 
     
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posted by Admin  on November 23, 2009

Tomorrow’s Owners – defining, differentiating and rewarding stewardship is a report on work in progress since our first report last year. We describe in this document The Tomorrow’s Company Stewardship Principles. These are intended to provide a foundation for differentiating between good and bad stewardship.The report also describes how changes in shareholder and board practice could be encouraged by the development of a kite mark for stewardship investment, and how government could act to promote improved stewardship.In parallel, we are studying the Swedish approach to nomination committees and considering the potential for this approach to improve the stewardship of companies in the UK.   
     
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posted by Admin  on October 30, 2008

   “A lack of long-term stewardship by company heads and shareholders is at the heart of the current financial crisis, an influential think-tank says in a report published on Wednesday. Tomorrow’s Company, whose previous research has helped shape UK company law, urges the government to understand better the effects of the growing “casino economy”, where activities such as derivatives trading are often far removed from the real economy activity to which they theoretically relate. The report warns against the search for scapegoats for the current crisis and says that it is wrong to attack private equity, hedge funds and sovereign wealth funds for irresponsibility, noting that different shareholders perform different functions. However, it condemns the practice of borrowing shares for voting purposes and asks if investors need to toughen up their engagement to change company behaviour or divest holdings in companies with particular shortcomings. Mark Goyder, Tomorrow’s Company...
     
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posted by Admin  on March 24, 2010

In the UK, the US and many other countries, existing board election processes mean shareholders rely almost entirely on existing board members to identify board candidates. In the vast majority of cases, shareholders have no real say over who is chosen to represent their interests and those of the company they own. Board nomination committees are sub-committees of the board itself. Over the last 10 years, Sweden has moved away from such a system. This report examines the Swedish experience of shareholders taking this key governance function into their own hands. The report also considers lessons that can be drawn for governance in the UK and other countries with dispersed shareholdings.  It  concludes with an agenda for action by listed companies, institutional investors, the Institutional Shareholders Committee  and the Financial Reporting Council. 
     
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posted by Admin  on March 1, 2011

The financial crises of the last decade have demonstrated serious shortcomings in the understanding of corporate business models, the alignment of incentives, and the management of risk. The current corporate reporting model has not highlighted where these shortcomings exist. This failing is exacerbated by the pace of change of business today, with a plethora of new challenges impacting long-term success, including a shift in the global balance of power, resource constraints and climate change.
     

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