Although still an embryonic management practice, the authors believe that “integrated reporting” of a company’s financial and non-financial performance into a single document is about to take off, as market and regulatory forces push more companies to adopt this practice. In doing so, companies will face a number of challenges, which the authors say can be efficiently dealt with via cloud computing.

In 2008 Tomorrows Company published “Tomorrow’s Owners – stewardship of Tomorrow’s Company”. This was a review of the principles of good ownership from private equity and family business to institutional investment in listed companies. The report concluded that shareholders had four roles – being a member, a provider of finance, a trader of shares and a steward, but that in listed companies it was this fourth role that was being neglected. The publication of this report coincided with the failure of the banks in October 2008. Sir David Walker picked up the theme of stewardship in his 2009 report for the UK government on the governance of banks and other financial institutions. Here we set out Tomorrow’s Company’s definition of stewardship and the four principles that make up effective stewardship.    

Mark Goyder is the Founder Director Tomorrow’s Company, the business-led think and do tank, and co-author of the Family Business Stewardship report. In this article, first printed in the Raconteur supplement of The Times and in association with the Institute for Family Business, Mark discusses the role of stewardship as well as setting out the four major principles that underpin family business stewardship.

The Financial Mail on Sunday recently launched their 'Investment Stewardship' campaign. This call for action builds on and heavily references tomorrow's Comapny's own work on stewardship and our Stewardship Campaign. The Financial Mail on Sunday's recent press coverage of stewardship is detailed here.

In 2002 Mark Goyder wrote "Lessons from Enron". It was a story about the culture of fear and greed at the top of the company, and how Enron's non-execs, who were there to hold them to account, failed to restrain it.  In this article Mark looks at the similarities between Enron's corporate culture and that of News Corp, in the light of recent events. He asks what lessons can be learned from these failings and spells out the need for a greater measure of stewardship throughout the investment chain.