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In this section of the site you have access to a number of external articles and reports which we believe you will find of interest. Use the side bar menu to find items in each particular area. Click on the link and the item will open in a new window.


If you have any items you think should be added to this area, please e-mail Cerys Llewellyn at This email address is being protected from spambots. You need JavaScript enabled to view it.

Looking ahead, data from 2018 suggests that shareholders will continue to push for more influence in a company. Proposals from shareholders concerning their rights increased by more than 50% from 2017 to 2018, and unless some drastic, widespread changes are made, it is safe to say that trend will continue. Corporate Governance Outlook 2019 showcases these statistics and more as a way to use past trends to look into the future.

This guide summarises the initiatives and developments that have emerged directly from the governance reform debate, or that relate closely to it, and provides links to where more information can be found.

Daniele Vitale looks at key considerations for the forthcoming AGM Season across Europe. 

Gay Haskins and Alison Gill cite a range of organisational examples, to suggest that kindness should be more to the fore in governance and in the boardroom ….

Michael Peregrine authored this article on the developments likely to impact corporate governance this year, including gender equality and board engagement with corporate social responsibility.

For over 20 years now a debate has been going on about what good corporate governance is. Dr Florian Schilling argues that depending on whether it is seen as a science, a craft or an art, very different conclusions can be drawn.

This year has seen the introduction of a new catalyst in improving the connection between companies and investors - the new AIM Rule 26, which now requires all companies on AIM to adopt a recognised corporate governance code. The QCA's sixth annual review identifies how directors can improve their corporate reporting to better connect with shareholders.

Grant Thornton’s 17th Corporate Governance Review analyses the FTSE 350’s progress on governance using their annual reports and delivers both frustrating and encouraging findings.


FTSE 350 companies have shown a marked improvement in reporting on stakeholder engagement ahead of the implementation of the new Corporate Governance Code and related legislation next January.

Bob McCormick and Rob Zivnuska consider how companies can navigate a complex shareholder engagement landscape.


In the face of fragmented international regulation, companies must bolster governance frameworks to combat subsidiary risk.

In a world of changing business models, the explosion of data, and increased regulation and enforcement, integrity becomes the most important driver for ethical business – and a new EY report reveals steep challenges to organizational integrity. EY’s 15th Global Fraud Survey found that fraud and corruption remain among the greatest risks to businesses today, and a significant level of unethical conduct is ongoing, with junior professionals more likely to justify fraud.

Vanessa Jones takes a detailed look at the new Wates Principles on the governance of large private companies in the UK which the FRC issued for consultation in June 2018.

The Financial Reporting Council has published a consultation on corporate governance principles for large private companies on behalf of James Wates CBE. Development of the principles follows the Government’s 2016 Green Paper and the BEIS Select Committee’s report of April 2017 which considered the need for improved transparency and accountability in this area.

This EgonZehnder report looks at the advantages of adopting 'evergreen' board succession planning, rather than reacting to director replacement when it happens.

The second in the ‘Art of Governance’ series from Grant Thornton and following on from ‘Leadership & Governance’, this second instalment explores good governance through the concept and principle of effectiveness, as demonstrated by the board. 

This International Finance Corporation (IFC) guidebook published in July 2016 covers the most common questions on corporate governance frequently asked by owners and managers of Middle East and North African (MENA) companies.

How do you strengthen your corporate culture? From Korn Ferry, this selection of ‘conversations’ with top global executives highlights top advice and procedures boards can follow in order to strengthen their corporate culture. 

Released in July 2016, the Commonsense Principles of Corporate Governance were developed by a group of leading U.S public corporations and investors, and they are intended to provide a framework for strong, long-term governance.

This report from the FRC, aims to understand how UK boards are addressing culture, discussion, debate and good practice in order to help steer corporate behaviour to create a culture that will deliver and provide sustainable good performance. 

The first in a new ‘Art of Governance’ series from Grant Thornton, which aims to uncover the five principles of good governance. This first instalment begins with the relationship between leadership and governance.

This is the latest report from the London Business School on behalf of all the All Party Parliamentary Corporate Governance Group. The report seeks to answer the question “What factors make successful British companies”, and answers this through comparing and contrasting the academic literature on success with the views of the leaders of the successful British companies. The report highlights six key factors that contribute to long term corporate success: leadership; organisational culture; people; strategy; technology; and corporate governance. 

AB Excellence have created a Code of Practice for the Independent External Board Evaluation sector, setting out guidelines for achieving a high-quality board evaluation with reference to the Financial Reporting Council’s Guidance on Board Effectiveness.

Kingston Smith have created this toolkit for good governance. It recognises that every organisation needs to be supported by a sound management structure in order to achieve its best. This toolkit looks at six benchmarks of effective governance for the board, including: sound leadership and control; clear focus and direction; and acting with integrity and objectivity.

Corporate Governance Indices can raise a country’s overall corporate governance standards and can offer companies possible financial and investment benefits from corporate governance improvements, according to a new report from the IFC and the World Bank

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