IOD Blog Category - Articles

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  Corporate fraud and misconduct: Role of Independent Directors

  By- Institute of Directors | Authored by- Mr. Nikhil Bedi

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  Jun 06, 2022

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  Over the years, the occurrence of large scale corporate frauds in India has nudged organisations to relook at and strengthen (in some cases overhaul) their corporate governance framework.

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  ESG Reporting from a Governance Perspective

  By- Institute of Directors | Authored by- Mr. Daniel Evans | Mr. John Davies

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  Jun 06, 2022

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  ESG reporting should not be boilerplate, instead, it's an organisation's chance to tell its story, using case studies and real examples in order to produce something bespoke, meaningful and informative.

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  Reassessing and Ensuring CSR

  By- Institute of Directors | Authored by- Prof. Colin Coulson-Thomas

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  Jun 06, 2022

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  Our futures and those of many other life forms on our planet are not assured. Unsustainable growth, lifestyles and business activities are adversely affecting the environment and biodiversity, using up scarce natural capital and...

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  Undertaking Corporate Governance Reviews

  By- Institute of Directors | Authored by- Prof. Colin Coulson-Thomas

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  May 05, 2022

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  Reviews feature in prescriptive corporate governance codes that must be complied with or adopted on a ‘comply or explain’ basis and those that are voluntary recommendations. Their value, impact and strategic significance can...

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  Space to Grow: Business support for start-ups, growing and recovering SMEs

  By- Institute of Directors | Authored by- Ms. Aleksandra Zaronina-Kirillova

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  May 02, 2022

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  This constantly changing business environment requires Directors to have a sharp focus on the tools and resources that are available to support both fledgling and growing businesses.

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  Board Composition and Recruitment Weak Link vs Strong Link Theory

  By- Institute of Directors | Authored by- Dr. Denis Mowbray FCG FGNZ

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  May 02, 2022

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  Before answering these questions. We must first agree that weaklink vs strong link theory applies to board environments. Why, because this theory relates to teams. Therefore, we must first agree that a board is a “team.”

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  DE&I (Diversity, Equity, and Inclusion) and Boards: Building a Diverse Network

  By- Institute of Directors | Authored by- Mr. Lyndon A. Taylor

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  May 02, 2022

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  Who sits on a company's board is both critical to overseeing strategic and financial performance and an important statement to stakeholders about a company's values.

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