The 'Net-Zero' trend - Moral Money

Over the past few years, 'net-zero' pledges have been made globally, committing organizations to produce no more greenhouse gases than they are emitting. Setting net-zero targets have become a key tool to fight climate change and stakeholders are looking to companies to set theirs

Allocate your remaining 2019 Budget towards 2020 training

Working in the financial services field, the end of the calendar year can always be a bit stressful. There are a number of reasons for this, but one of the biggest is the “use it or lose it” paradigm that exists around budgets year-over-year. If you do not use the funds that have been budgeted, it is logically be assumed that you did not need them, and it will therefore not be allocated for the following year.

When this happens, one of the best ways to save your remaining budget is to allocate some of those left over funds by booking some of the next year’s training for your team before the current year-end. Whether it is a course, a conference, or something else, it is a great way to use the funds in a manner that supports the individual, the department, and the organization.

If you find yourself looking to book 2020 professional development opportunities with your 2019 budget, check out our course offerings at https://citadeladvantage.blogspot.com/p/public-course-schedule.html

If you are looking for online training check out our offerings at https://citadeladvantage.blogspot.com/2017/11/on-line-training-courses.html

Don’t forget to consider In-house training and the benefits that it brings. Get the low-down on In-house training at;

• Why training in-house makes sense - https://citadeladvantage.blogspot.com/p/in-house-training.html

• Benefits of In-house training - https://citadeladvantage.blogspot.com/p/blog-page_71.html

A Global View of Corporate Governance

Stanley Epstein

When we look at corporate governance we notice immediately that we have a focal point to which everything flows and from which everything emanates. That focal point is the board of directors.

The board of directors (which I will simply refer to as the ‘board’) is the centre of gravity of all business enterprise. Depending on the nature of the business organisation the board may well go under a different name. The names that a board may appear under, include the ‘board of governors’, ‘board of managers’, ‘board of regents’, ‘board of trustees’, or ‘board of visitors’ etc. Irrespective of what it is called, for most businesses the board represents the head of the business organisation.

By definition a ‘board of directors’ is a body of members either elected or appointed who together oversee the activities of a company or an organisation.

This role puts the board right in the firing line when it comes to corporate governance. The board is central to the whole question of corporate governance.

The United Kingdom’s Cadbury Report of 1992 put it succinctly when they referred to the board as being ‘…juxtaposed between Shareholders on the one hand, and on the other, Managers of the entity.’ Put another way, it creates a distancing between the ownership of the business (the shareholders) and the control of the business (the managers).

In the middle of these two extremities sits the board– a trustee for all the shareholders and the ‘commander’ for all the activities of the business,

The roles and responsibilities of the board is to provide leadership and strategic guidance while exercising control over the company. The board has to direct and control the management of the company while sitting in objective judgement over company affairs, totally independent of management. The board is accountable at all times to all the shareholders of the company.

The dimensions of the board’s responsibilities involves three separate functions – direction, control and accountability. We examine each of these in turn.

Direction involves;

• The formulation and review of policies, strategies, budgets and plans, risk management policies, and high level HR policies,
• Setting the objectives of and monitoring performance, and
• The oversight of acquisitions, divestitures, projects, financial and legal compliance, etc.

Control Involves;

Prescribing the various codes of conduct (sets of rules to guide behaviour and decisions in a specified situations) under which the business will be run (for the different aspects of the businesses activities),

• Overseeing the processes for proper disclosure and communication,
• Making sure that the right control systems are in place to protect the assets of the business, and
•  Reviewing performance and where necessary realigning action initiatives to achieve the objectives of the business.

Accountability Involves;

• Ensuring the creation, protection and enhancement of the business’ wealth and resources,
•  Making certain that reporting on the activities of the business is both timely and transparent, and
• Safeguarding ‘good corporate citizenry’ which includes the discharge of stakeholder obligations as well as societal responsibilities without compromising in any way the goal of shareholder wealth maximization.

The Board of Directors - Its Role & Duties

By Stanley Epstein

When we look at corporate governance we notice immediately that we have a focal point to which everything flows and from which everything emanates. That focal point is the board of directors.

The board of directors (which I will simply refer to as the ‘board’) is the centre of gravity of all business enterprise. Depending on the nature of the business organisation the board may well go under a different name. The names that a board may appear under, include the ‘board of governors’, ‘board of managers’, ‘board of regents’, ‘board of trustees’, or ‘board of visitors’ etc. Irrespective of what it is called, for most businesses the board represents the head of the business organisation.

By definition a ‘board of directors’ is a body of members either elected or appointed who together oversee the activities of a company or an organisation.

This role puts the board right in the firing line when it comes to corporate governance. The board is central to the whole question of corporate governance.

The United Kingdom’s Cadbury Report of 1992 put it succinctly when they referred to the board as being ‘…juxtaposed between Shareholders on the one hand, and on the other, Managers of the entity.’ Put another way, it creates a distancing between the ownership of the business (the shareholders) and the control of the business (the managers).

In the middle of these two extremities sits the board– a trustee for all the shareholders and the ‘commander’ for all the activities of the business,

The roles and responsibilities of the board is to provide leadership and strategic guidance while exercising control over the company. The board has to direct and control the management of the company while sitting in objective judgement over company affairs, totally independent of management. The board is accountable at all times to all the shareholders of the company.

The dimensions of the board’s responsibilities involves three separate functions – direction, control and accountability. We examine each of these in turn.

Direction involves;

• The formulation and review of policies, strategies, budgets and plans, risk management policies, and high level HR policies,
• Setting the objectives of and monitoring performance, and
• The oversight of acquisitions, divestitures, projects, financial and legal compliance, etc.

Control Involves; 

• Prescribing the various codes of conduct (sets of rules to guide behaviour and decisions in a specified situations) under which the business will be run (for the different aspects of the businesses activities),
•  Overseeing the processes for proper disclosure and communication,
• Making sure that the right control systems are in place to protect the assets of the business, and
• Reviewing performance and where necessary realigning action initiatives to achieve the objectives of the business.

Accountability Involves;

• Ensuring the creation, protection and enhancement of the business’ wealth and resources,
•  Making certain that reporting on the activities of the business is both timely and transparent, and
•  Safeguarding ‘good corporate citizenry’ which includes the discharge of stakeholder obligations as well as societal responsibilities without compromising in any way the goal of shareholder wealth maximization.