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In the last decade, increasing gender diversity has been a prominent issue for boardrooms and C-suites across the globe. Companies have faced calls for greater female representation at the board level from regulators, investors, and other stakeholders.
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And the enabling conditions required to achieve board diversity are known and actionable. Fair employment practices (such as equal pay), participative leadership, top management support for diversity
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From the beginning of my career, I noticed that working hard and being good at what you do is simply not enough to move ahead in your career, especially if you are a woman.
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The business world of today calls for a fundamental reinvention a foundational reset of how boards are structured and led, how they govern, and how they can be more forwardlooking.
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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 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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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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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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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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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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