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. 

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. 

Boards are operating in ever more complex and challenging business environments. At the same time, their behaviour and standards are coming under increasing external scrutiny, for example through the Financial Reporting Council (FRC) and Walker Reviews in the UK. This publication champions the concept of a ‘mandate’ which sets out the ‘essence’ of the ‘character’ and distinctiveness of the company. We believe that this ‘working charter’ can help boards navigate their way through increasingly choppy waters by facilitating more effective strategic engagement: primarily between executive directors and NEDs to improve board effectiveness, but with the associated benefit that it drives communication externally with the key stakeholders, including investors, government and regulators, and society at large. Accompanying this document is a 'tool-kit' which provides an agenda for board discussions. Please download this here.  A series of case studies illustrating how the board mandate may,...

Beyond Regulation: improving corporate governance in the UK and beyond. The conference will provide industry insights from senior figures in the business community and the practical tools to help you improve the quality of what you do in the boardroom. Toolkits have been developed by the Good Governance Forum, set up after the financial crisis in response to questions around the effectiveness of corporate governance. Attendees will also have the chance to be involved an interactive boardroom conversation workshop. The event will address corporate governance in the morning and stewardship in the afternoon. This will be followed by a drinks reception and dinner.

‘The Boardroom and HR’s Role – with Sir john Egan’ forms the first report from a series of roundtable dialogues that the CIPD and Tomorrow’s Company are hosting to explore issues around how HR leaders can work with leaders and boardrooms to help shape tomorrow’s sustainable and adaptable organisations.