Many firms have implemented corporate governance, yet have fallen into collapse and scandal involving their operations. What has gone wrong? This is the definitive, practical guide to the ever changing corporate governance landscape highlighting the potential pitfalls, tackling the issues, placing blame where appropriate, and recommending possible solutions to these problems.
It ensures that you are up to date and compliant with best practice giving you complete confidence that you are continuing to function within the legal, ethical and practical parameters of corporate governance.
This title is included in Bloomsbury Professional's Company and Commercial Law online service.
Chambers' Corporate Governance Handbook ensures that companies and individuals function within the best practice parameters of corporate governance providing invaluable advice on the legal, ethical and practical parameters of corporate governance.
Papildus informācija
Chambers Corporate Governance Handbook ensures that companies and individuals function within the best practice parameters of corporate governance providing invaluable advice on the legal, ethical and practical parameters of corporate governance.
Part A: Effective Boards and Directors
Chapter A1 The Effective Board
Chapter A2 Considering Joining a Board
Chapter A3 Independence Issues
Chapter A4 Resigning a Directorship
Chapter A5 Board Committees
Chapter A6 Board Policies and Policy Statements
Chapter A7 SME and Family Company Corporate Governance
Chapter A8 Governance of International Organisations
Chapter A9 Directors with Company Loans: Independence and Conflict of
Interest Implications
Chapter A10 Corporate Governance Disclosures for Smaller and Private
Companies
Part B: Contributed
Chapters
Chapter B1 Avoiding the Pitfalls in Running a Private Company
Chapter B2 Evaluating Board Effectiveness
Chapter B3 Diversity: Making it to the Top
Chapter B4 The Chairmans Perspective
Chapter B5 The Non-Executive Directors Perspective
Chapter B6 The Effective Board
Chapter B7 Survey of Non-Executive Directors Views
Chapter B8 A job for the girls! Creating female chairmen before the lights
go out
Chapter B9 Independent external board reviews
Chapter B10 HR on the Board?
Part C: Understanding Corporate Governance
Chapter C1 Understanding Corporate Governance
Chapter C2 Grand Themes in Corporate Governance
Chapter C3 Applying the Theories that Underpin Corporate Governance
Chapter C4 Do Non-Executive Directors Add Value?
Chapter C5 Corporate Social Responsibility, Integrated Reporting and
Sustainability
Chapter C6 Culture, Ethics and the Board
Chapter C7 Leadership
Part D: Corporate Governance in Practice
Chapter D1 The UKs Companies Act 2006 Corporate Governance Issues
Chapter D2 The UK Approach to Corporate Governance
Chapter D3 Critique of UK Corporate Governance
Chapter D4 The Walker Review of Corporate Governance in UK Banks and other
Financial Industry Entities
Chapter D5 Checklist to Benchmark Corporate Governance Practice in the
Context of the UK Corporate Governance Code
Chapter D6 British Governance Standard (2013) Code of Practice for
Delivering Effective Governance of Organizations
Chapter D7 Gulf Corporate Governance
Part E: Board Committees
Chapter E1 Overview of Audit Committee Responsibilities
Chapter E2 Effective and Efficient Conduct of Audit Committee Business
Chapter E3 Audit Committees and Sarbanes-Oxley in the UK
Chapter E4 Audit Committee Oversight of Published Information
Chapter E5 Audit Committee Oversight of Risk Management and Internal Control
Chapter E6 Audit Committee Oversight of External Audit
Chapter E7 Audit Committee Oversight of Internal Audit and other Review
Agencies
Chapter E8 The Development of Audit Committees over Time
Chapter E9 Board Risk Committees
Chapter E10 Board Remuneration Committees
Chapter E11 Board Nomination Committees
Chapter E12 The Senior Independent Director (SID)
Part F: The Corporate Governance Journey
Chapter F1 The Corporate Governance Framework
Chapter F2 Evolution of the UK Code and the Impact of Higgs and Smith
Chapter F3 Recent UK Corporate Governance Code Developments to 2018
Chapter F4 From a Free Market Towards a Social Market UK Model
Part G: Risk Management, Internal Control and Internal Audit
Chapter G1 The Risk Conversation at Board Level
Chapter G2 Risk Management and Internal Control
Chapter G3 Three Lines of Defence
Chapter G4 Recalibrating Internal Audit
Chapter G5 Positioning internal audit for effective CSR and ESG
Part H: External Oversight
Chapter H1 External Control
Chapter H2 Is Audit failing the Global Capital Markets?
APPENDICES
Appendix 1 The UK Corporate Governance Code, July 2018
Appendix 2 The UK Stewardship Code
Appendix 3 The Chartered Director (CDir) Qualification
Appendix 4 Board Committees Terms of Reference
Appendix 5 Suggestions for Good Practice from the Higgs Report
Appendix 6 Cadbury, Greenbury and 1998 Combined Codes
Appendix 7 Internal Auditings Mission, Principles, Definition and Code of
Ethics
Appendix 7 Internal Auditings Mission, Principles, Definition and Code of
Ethics
Appendix 8 International Standards for the Professional Practice of Internal
Auditing
Appendix 9 Independent External Board Evaluations Code of Practice
Andrew Chambers chairs FEEs Corporate Governance and Company Law Working Party. FEE (www.fee.be) is the federation of European professional accounting bodies. He was twice mentioned in House of Lords debates as an authority on corporate governance and by The Times as a worldwide authority on corporate governance. He was Dean of the leading Cass Business School where he is professor emeritus. Appointed in 2010 as the Specialist Advisor to the House of Lords Economic Affairs Select Committees Inquiry into Auditors: market concentration and their role that led to audit market reforms. Andrew was one of a seven member UK committee that in 2013 published enhanced Internal Audit Guidance for Financial Services. Andrew is a jurist for the Hawkamah Bank Corporate Governance Awards in the MENASA region and for the ICSA Hermes Transparency in Governance Awards.
