You're not expected or allowed to micromanage the finances, but you have to be satisfied that the Chief Financial Officer and treasurer are on top of things. Similarly, you can rely on the professional advice of others if the reliance is in good faith and you have independently assessed the advice.
Such reliance is reasonable unless the contrary is proven. Built into this law is an understanding that board members with a high level of expertise will attract a higher standard of care than other members. This is because a board member with less expertise can more readily rely on the advice of another. You may have been put on the board as a staff or shareholder representative, or as a representative of the users, a 'consumer representative'. You may have been elected by a faction, or a region, or a sub-group. It makes no difference. You can, and should, pass on the views of your people to the full board, but when the time comes to take a decision, you have to act in the interests of the organisation, not those of your supporters or sponsors.
Linked to theprevious point, board members have to act in the best interests of the organisation, not themselves. If you hear that the organisation wants to buy a plot of land, you can't dash out and buy it first and then resell it; that's using privileged information for your own ends. The law prohibits board members from using their position to gain an advantage for themselves or another, or to cause detriment to the entity they are governing.
A breach of this law may carry civil or criminal penalties. A board member also must not misuse information gained through their position.
There is significant overlap between these duties, the duty to avoid a conflict of interest, and the duty not to abuse a corporate opportunity. Both are detailed below.
Being a board member may involve discussing a range of opportunities, including business opportunities. It is therefore possible that board members may, by virtue of their position, be made aware of several potentially profitable opportunities. This type of action shows the temptation that can face some board members to take up such opportunities themselves at the expense of the entity they are governing for. The definition of what constitutes an interest, unfortunately, differs from state to state. Victoria says 'pecuniary interest', which only covers money, while the NSW law is wider.
Worse, the consequences differ, too: in Victoria all you have to do is report your interest, while in NSW you then have to leave the room and not vote on the matter. Most boards will be governed by rules that have particular provisions for the handling of conflicts of interest so you should check if such rules exist for your group and then follow them to the letter. As mentioned above, you're not allowed to use confidential information for your own benefit, and you're not allowed to pass it on to anybody else.
Commercial Firearms Policy in the wake of the Parkland, Fla. The announcement noted the policy was not meant to be centered on an ideological mission to rid the world of firearms. Citi was criticized by some for wading into social policy and lauded by others for being willing to take a stance in the divisive nationwide gun control debate. Starbucks closed almost all of its stores for several hours in May , to raise awareness of unconscious bias, in an effort to counter potential criticism that could drive away customers. This practice is cruel and contrary to American values.
Against this backdrop of cultural concerns, Sen. It's unlikely the bill will become law for now but it indicates the level of dialogue happening in political arenas over corporate responsibility to all stakeholders. The focus on corporate culture and stakeholder responsibility has been elevated in a very specific way, with the MeToo movement. While the MeToo movement has moved through politics, media, and business over the past year, the movement is not new. As leadership teams and boards work to understand and manage revelations from the MeToo movement, the conversation around persistent pay and leadership gender gaps has been amplified.
These gaps are also not new.
This experience makes clear that although corporate directors have substantial obligations which are not easy to fulfill, the vast majority of directors are embracing their responsibilities and are fulfilling them conscientiously. BoardSource Read about important policy issues that impact all charitable nonprofits Board members may also be curious about insurance policies that cover their volunteer service and their duty of due care should motivate them to ensure that the nonprofit is covered with adequate insurance protection. To find out, please complete the online enquiry form below. See Costliest U. It covers facility vision and type; size and catchment; governing bodies; facility maintenance; and operations and integration. IC Feb. For example, in early , a working group of issuer and investor representatives developed the Shareholder-Director Exchange SDX Protocol, which is a guide on when direct engagement between shareholders and public company boards may be appropriate, and how such engagements can work best for all parties.
Patterns of behavior that have long been ignored or hidden are being discussed in a bold new way. Yet there remain a lot of questions on how best to create a culture that not only prevents bad behavior but paves the way for advancement for all. The current climate has led to a much bolder conversation — including heightened expectations for action — about the responsibility of the board as it relates to culture.
Culture is not coming to the boardroom. It is IN the boardroom - across values and behaviors — and should be viewed through the lens of risk management. Business leaders tell us that conduct of senior management teams is an important driver of reputation. If boards uncover behavior which could derail culture, it should be captured as part of risk assessment activity. A lot has been written recently about the ability of the board to have a point of view when culture is putting the company at risk.
Does the board know how to lead and work through necessary conversations during the spotlight of the media and widespread scrutiny? Is there a risk for overreacting?
Are robust discussions on strategy, risk management and culture able to occur? Equally as important is the culture of the board. What is the culture of the board to address these kinds of issues? Are candid conversations taking place within the committees and full board? How is the board engaging with management? According to the EY Center for Board Matters, there are continued challenges to organizational integrity that remain top of mind for leadership in organizations.
While other risks - macroeconomic, cyber, and regulatory - still pose challenges, the importance of a culture of integrity is clear. When governance, culture, ethics, compliance, and monitoring fail an organization or in markets, it can have disastrous effects not just on the company, but on the sector and region.
For years, experts in the region had warned about poor corporate governance standards, which could impact investment. Global standards in governance help markets and companies keep pace with the rest of the world, or they may suffer a decrease in capital flows if investors view the governance risks to be greater than the rewards of investing in lagging markets. Active oversight of organizational culture is a key component to preventing a governance failure. Future-proofing the board is not a new recommendation. Given these different meanings, boards need to begin by clarifying which of the five possible interpretations of strategy they want to focus on, and if several matter, which one dominates.
This is by no means a static decision: One view of strategy may be more essential to the success of the organisation in the medium term but need to evolve over the long term. Boards may need to examine different time periods 5 versus 25 years in their consideration of strategy. For instance, a board that sees its primary focus as adding value to customers, can help clarify this strategic objective for executives. Or a board that sees its mission as helping avoid large risks in difficult times can elucidate this dimension using the experiences of its board members.
Boards can begin to assess their optimal strategic function by grading the five options according to which ones matter most to them versus where they see their executive teams focusing.
Our experience shows this might be done by asking each board member to assign points to each of the five definitions of strategy, then tallying the results to uncover the differences of view and determine which one s rank highest among all board members. Such a process provides an opportunity to air different perspectives and build a coordinated view among the board. Some argue that strategy is a CEO-only role and that the best strategy resides in a synthetic, actionable view that can be achieved only by a hands-on individual with deep company knowledge, i.
So even the most remote boards still have a role to fulfil. Boards also have to balance the different possible roles they might play, which affects how they will engage their strategic muscle. Of course, board culture as well as board rules and practices will impact which roles dominate. A German board for example will be dominated by a supervisory perspective while a Canadian board may see direct involvement as more essential.
Below, are the three roles that commonly dominate board work:.
The board is there to ensure performance of the organisation and its executives in selecting a course of action nd implementing it. This supervision includes everything — strategy development, design and implementation. But this role requires the board to have specific supervisory skills including a systematic view, attention to details, and an understanding of consistency and control, all of which can be adapted to supervising not only results but also strategy.
The board must engage in a process of probing and sensing using appropriate metrics, hard and soft, while paying attention to risks, strategic inconsistencies and flaws that could threaten the business. Developing these supervisory skills is thus a prerequisite for board supervision of strategy. However, such skills are not necessarily valued as much in the West as in other cultures such as China, where large corporations are tightly supervised by governmental organisations that continuously monitor organisational and individual performance.
Xu Shanda, independent director of ICBC, the large Chinese bank, quotes his past supervisory experience with tax authorities at the ministry level as an asset to the bank that differs from typical board members skills in the West. A co-creative role can help open the mind of executives towards unseen realities and allows boards to steer the strategy debate beyond any blindspots they may have.
Blindspots typically arise because of executive myopia due to corporate, historic or strategic biases. Processes such as an executive strategy retreat with the board or a highly structured yearly strategy meeting can yield an opportunity, implicitly or explicitly, for co-creation.
Starting out with supervisory questions e. What are your fall back options? Successful co-creation will typically leverage both the internal information held among the management team and the external information and experience gathered from the board to produce a long-term perspective with more options and flexibility than typically comes from managerial views alone. Co-creation will thus engage the definition of strategy itself.
Although distant from management, the board adds value by garnering support for the company both within and outside the firm.
Boards of directors are coming under increasing scrutiny in terms of their contribution in monitoring and controlling management, particularly in the wake of high-profile corporate frauds and failures. Philip Stiles and Bernard Taylor. Despite the importance of these issues, not only to organisations, but also arguably to national competitiveness, the nature of board activity remains largely a black box, clouded by prescriptions, prejudices, and half-truths. Philip Stiles, author.
Distance gives it objectivity and authority; its stamp of approval brings credibility and weight to major strategic shifts as well as subtle ones. The board also helps management in realms the latter cannot easily reach: governments, social movements, stakeholders, and so on. In times of crisis, a supportive board can be the key to success. A good example of the failure of a board to provide adequate support is the BP board after the Macondo field blowout crisis in