Simon Witney

Corporate governance of private equity-backed companies

‘So, while it is obvious that good decision-making, facilitated by a well-designed process that is staffed by well-informed and competent people, is an essential component of any successful organisation, corporate governance processes in a private equity-backed company are defined and judged largely according to their fitness for that particular purpose. Listed companies and their investors might take note of this aspect of the private equity model …'

Alison Gill

Evaluating board performance

‘Most directors find the individual interviews to be helpful in their own right and value the collective discussion following the feedback. It can be a lonely task being a board director so this time set aside to review and reflect, if used wisely, can be a useful critical eye.’

QCA/UHY Hacker Young Corporate Governance Behaviour Review 2017

Corporate Governance Behaviour Review 2017

‘Investors want to read statements that are unique to a company and that express the company’s distinctive character. The direct message from investors is be honest and truthful in drafting your company’s report.’

Joëlle Warren

Culture and non-executive directors

‘So culture isn’t something that should be “owned” by one person as “head of culture” or delegated to HR. Culture starts at the top. How the board behaves both individually and collectively sets the cultural tone and defines the ethical and moral boundaries that ripple through the organisation.’

Page 2 of 2