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Corporate governance
Illustration: Nick Loundes

THE GOOD SERVANT

They're on the board to represent the interests of shareholders and help direct and advise management, but how do you find the right non-executive directors? And what's the best way to become one?

IDEAL STANDARD

As shareholders make their feelings over middling performance and executive pay loud and clear, how can companies keep investors happy and businesses healthy?

views from the top

Last December, we asked whether non-executive directors were too slow to act when crisis loomed in the banking sector. Here four experienced NEDs outline how their role should work and comment on the robustness of UK corporate governance

Flaws at the top

Could NEDs have done more to stop the global banking collapse?

Split personalities

Marks & Spencer recently caused an outcry by appointing Sir Stuart Rose as both chairman and chief executive, flying in the face of accepted best practice. Was the move justified, or a backward step for corporate governance in the UK?

sir Stuart changes his tune

M&S chairman and CEO sells Lucky Voice stake

Celebrating NEDs who keep their heads

Non-executive directors may frequently be dismissed as freeloading members of the old-boy network, but the role has never been more challenging

The price of independents

The fees of NEDs are increasing. But with increased regulation and the threat of litigation, are the rewards worth the risk?

The gloves are off

Office politics isn't the sole preserve of middle-ranking executives—it can extend all the way up to the top, and get nasty. Jane Simms investigates what's behind some of the biggest boardroom bust-ups

Small firms must see the green light

Small businesses need to examine their environmental impact and set out actions to deal with it, says Joanna Peios
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