Corporate Secretaries International Association Limited’s Post

Ms Maria Micallef contributed an article to issue 3 of the MIA’s quarterly magazine, The Accountant. The article explains how a well-functioning Board of Directors is critical for good corporate governance and delves into the role of non-executive Board members. Ms Micallef also highlights the importance of diversity at Board level and how the skills and knowledge of an accountant can enhance an entity’s governance and strategic decision-making. The full article is available on: https://lnkd.in/edfDfdrp

Create bodies for governance and decision-making. Reduce the number of bodies that make decisions and make sure that each one has a clear mandate, standing membership, roles (decision makers or important "informers"), protocols for making decisions, important areas of cooperation, and a standing agenda. Remind the members that committees are decision-making bodies rather than meetings and that they have the authority to decide outside of their regular meeting times. Urge them to always concentrate on speeding up activity and to be adaptable in their decision-making regarding when and where to make decisions.

Getting every aspect of board management implemented is not an easy task. Corporation secretaries are equipped to deliver the delicate balance. Good corporate governance requires that the full board address critical board responsibilities, while board committees address daily and operational activities. Read the full article here; https://lnkd.in/d84_5Z_T #Bellmac #GoodGovernance #ConsultingService #CorporateGovernance #CompanySecretary #Board

Changes in Secretarial Standard-1 (Meeting of Board of Directors) https://lnkd.in/eefJPwnr #Changes #Secretarial #Standard-1 #Meeting #Board #Directors 

Appointing board members or senior executives requires the candidates to have a high level of knowledge with regards to governance, legislation and compliance. In the shortlisting process, there are a few key considerations that need to be made, some that follow more recent trends. Check out the list by Sirdar here: https://buff.ly/3Qi1SE8 Roger C. Sirdar #boardmembers #executives #boardpositions #howto #perthbusinesstips #businessgrowth #perthbusiness #waleaders #perthbusinessowners

Boardvisory offers services that support Boards of Directors to operate more efficiently by addressing both the structural aspects of Corporate Governance and the interpersonal skills and behaviours of individual Board Directors. Read the full article: Board Consultations ▸ https://lttr.ai/AQ1n5 #NonExecutiveDirector #CorporateGovernance #BoardLeadership

Reminder to mark your calendars for 13 March 2024 and set your clocks for 9 – 10 am SAST | 7 – 8 am UTC! Join CSIA in partnership with Institute of Chartered Secretaries of Bangladesh and Better Boards Ltd. for an enlightening masterclass, hosted by Dr Sabine Dembkowski , that dives deep into the pivotal role of board evaluations. Discover how these assessments can significantly amplify a board's effectiveness and performance, directly impacting the success of governance. Curious about elevating your board's value through evaluations? Seeking ways to spark higher engagement from your directors during evaluations? Looking to navigate the do's and don'ts of structuring a board evaluation process? Get the answers to these pressing questions and unravel research-backed insights and best practices to maximize the impact of your board evaluations. Don't miss out on this golden opportunity to refine your governance skills and bring transformative practices to your boardroom. Secure your spot now for this online event. Registration is just a click away! 🔗 https://lnkd.in/du5xViYJ #CSIAMasterclass #BoardEffectiveness #BoardEvaluations #GoodGovernance #DirectorEngagement #CorporateSecretaries #GovernanceExcellence

FACING ECONOMIC AND BUSINESS COMPLEXITY: AN ANALYSIS OF THE EVOLVING FEATURES OF THE BOARD OF DIRECTORS’ MEETINGS IN ITALY This study, published in our journal Corporate Ownership and Control, analyzes how corporate governance practices evolve to keep up with external complexities. The analysis is carried out on all Italian listed companies in the period 2018–2020. The findings suggest that Committees of the Board of Directors increased in number during the period, and the frequency of their meetings also increased. There was little variation in the frequency of the Board of Directors’ (BoD) meetings. The paper provides empirical evidence on the current trend for establishing smaller working parties that do not burden the whole BoD when the firm faces issues for which specialized skills and greater attention are required. Study contributes to previous literature on corporate governance by jointly analyzing different mechanisms of BoD. Moreover, to the best of our knowledge, it explores for the first time the duration of the meetings of the BoD and its Committees. Veronica Tibiletti Pier Luigi Marchini Federico Bertacchini Carlotta Magri Simone Terzani Doriana Cucinelli Gimede Gigante Matteo De Poli Silvia Testarmata #corporategovernance #boardofdirectors #boardcommittees #directors #Italy Find the full-text paper below https://lnkd.in/d35T6SeT

FACING ECONOMIC AND BUSINESS COMPLEXITY: AN ANALYSIS OF THE EVOLVING FEATURES OF THE BOARD OF DIRECTORS’ MEETINGS IN ITALY This study, published in our journal Corporate Ownership and Control, analyzes how corporate governance practices evolve to keep up with external complexities. The analysis is carried out on all Italian listed companies in the period 2018–2020. The findings suggest that Committees of the Board of Directors increased in number during the period, and the frequency of their meetings also increased. There was little variation in the frequency of the Board of Directors’ (BoD) meetings. The paper provides empirical evidence on the current trend for establishing smaller working parties that do not burden the whole BoD when the firm faces issues for which specialized skills and greater attention are required. Study contributes to previous literature on corporate governance by jointly analyzing different mechanisms of BoD. Moreover, to the best of our knowledge, it explores for the first time the duration of the meetings of the BoD and its Committees. Veronica Tibiletti Pier Luigi Marchini Federico Bertacchini Carlotta Magri Simone Terzani Doriana Cucinelli Gimede Gigante Matteo De Poli Silvia Testarmata #corporategovernance #boardofdirectors #boardcommittees #directors #Italy Find the full-text paper below https://lnkd.in/efFRJpYp

Quiz answer: non-executive directors are usually invited to... Many thanks to everyone who voted. I agree with the majority this time. Even though it can be argued that the other three answers also make sense, in the exam, in a question like this you should choose the most probable or the most straightforward answer.   ANSWER   Bring in independent expertise   While it is true that non-executive directors may contribute to strategy development with their expertise, they have no power to manage or implement any strategies, whether disruptive or not.   Also, it would not be completely wrong to say that companies invite non-executive directors to meet regulatory requirements. This may be true for many public listed companies that have to comply with the corporate governance code requirements. However, the intent of the code is certainly not to have non-executives merely present on board but to ensure that they contribute to good governance and greater transparency.   Minimising board conflicts or managing them in a more efficient manner can be a side effect but not the ultimate goal.   One of the main purposes of bringing in non-executives is to allow the board to benefit from their expertise in a particular industry or business function and have independent professional observers on board who can also communicate their views to the shareholders. #accastudents #accalw #lwquizanswer