Chambers' Corporate Governance Handbook.

Intro -- Preface -- About Andrew Chambers -- Foreword -- Advanced Boardroom Excellence -- Table of Contents -- Table of Statutes -- C -- D -- E -- F -- I -- P -- R -- S -- Table of Statutory Instruments -- C -- D -- F -- O -- P -- S -- Table of Cases -- A -- B -- E -- F -- Part A Effective Boards and Directors -- Chapter A1 The Effective Board -- The importance of quality information for the board -- Schedule of matters to be reserved to the board -- Delegation of authority guidelines -- Shadowing of executive directors by non-executive directors -- Prioritising shareholder value -- Company secretarial function checklist -- The importance of an independent element on the board -- Directors' handbook -- Example contents of the directors' handbook/manual -- Directors' need to know contractual terms of their co-directors -- Auditing the board -- Qualifications for directors -- Advice to a meeting's secretary -- Endnotes -- Chapter A2 Considering Joining a Board -- Joining a board - how to decide -- Risk -- Reward -- Shareholders' agreement -- Learning about the company -- The quality of the board and the company -- Considering joining a board? Checklist of matters to be considered -- Outside advice for directors at the company's expense -- Endnotes -- Chapter A3 Independence Issues -- Introduction -- Commencing with Cadbury on Independence -- Independence of audit committee and risk committee members -- The extra independence of complete outsiders -- Assessing director independence -- Possible conflict between being a member of both the audit and the remuneration committee -- Being a member of all three board committees -- Threats to independence from significant shareholdings -- Components of compensation as factors affecting independence -- Elements of a policy for handling these conflicts of loyalty -- Endnotes.

Chapter A4 Resigning a Directorship -- Introduction -- Due diligence when joining a board -- Dialogue, advice and the role of the chair -- Agendas and minutes -- Making the resignation decision -- Insolvent liquidation -- Deciding objectively -- Possible resignation issues -- Making the resignation -- After resignation -- Scenarios -- Endnotes -- Chapter A5 Board Committees -- Introduction -- The committee oversight role of the chairman of the board -- The rationale for board committees -- Assistance for board committees -- Membership of board committees -- Attendance at committee meetings -- Committee terms of reference -- Board and board committee authority -- Meetings of board committees, and committee minutes -- The example of BP -- Endnotes -- Chapter A6 Board Policies and Policy Statements -- Oversight and control - board policy statements -- Statements of vision, promise and values -- Who are our stakeholders and what do they want? -- Statement of corporate principles -- Code of business conduct -- Code of ethical conduct on scientific and environmental matters -- Example of product supply chain ethical principles -- Risk strategy policy statement -- Internal audit charters -- Whistleblowing and whistleblowing policy statements -- Harassment policies -- Policy statement on environment and health -- Information security policy statements -- Information security - guidelines for staff -- E-mail, Internet and telephone policy statement -- Board policy statement on fraud -- Endnotes -- Chapter A7 SME and Family Company Corporate Governance -- Distinctive features of SMEs impacting on their governance -- Common governance needs of SMEs and larger entities -- Insolvency risk -- Strategy -- Approaching SME governance -- Growing a family business -- Suggested questions for discussion -- References and further reading -- Endnotes.

Chapter A8 Governance of International Organisations -- Introduction -- Separation of ownership from control -- Further reading -- Chapter A9 Directors with Company Loans: Independence and Conflict of Interest Implications -- Introduction -- Context -- Implications of financial distress or insolvency of the company -- Law on independence -- Mandatory regulation on loans to directors -- Mandatory regulation on independence -- Best practice guidance on loans to directors and the potential impact upon their independence -- References -- Endnotes -- Chapter A10 Corporate Governance Disclosures for Smaller and Private Companies -- Introduction -- Emerging requirements -- The Wates Corporate Governance Principles for Smaller Companies -- QCA Code and AIM Companies -- References -- Endnotes -- Part B Contributed Chapters -- Chapter B1 Avoiding the Pitfalls in Running a Private Company -- Introduction -- Chapter B2 Evaluating Board Effectiveness -- Introduction -- Executive Summary -- The Findings in Detail -- Internal vs external: the pros and cons -- Towards Best Practice -- The Board Evaluation Market -- Who are the evaluators? -- Annex and Resources -- Resources -- Chapter B3 Diversity: Making it to the Top -- Executive summary -- INTRODUCTION -- About our interviewees -- Main report findings -- Some final thoughts and conclusions -- Action this day -- Chapter B4 The Chairman's Perspective -- Introduction -- Chapter B5 The Non-Executive Director's Perspective -- Executive Summary -- Chapter B6 The Effective Board -- Foreword -- Board reflections -- Current boardroom themes -- The chairmen ringing the changes -- Non-executive directors - a 'new' profession -- The diversity question -- The Advanced Boardroom Excellence approach -- Effectiveness, and the role of board reviews -- The company secretary -- The behavioural question - the board as a team.

Standards and board effectiveness -- Reputational risk -- Chapter B7 Survey of Non-Executive Directors' Views -- Introduction -- The future of the non-executive role -- The independent perspective -- Depth of involvement -- Remuneration -- High-vis NEDs -- Conclusion -- The expert view -- Summary of responses -- Chapter B8 A Job for the Girls! -- Business of the future -- A waste of resources -- The skills of female chairmen -- Why is this important for the future? -- Why do we need to accelerate the pace of change? -- Blockers to progress -- Conclusion -- Endnotes -- Chapter B9 Independent External Board Reviews -- Introduction -- The emerging code and evaluation -- The 2018 drop kick -- The current mandate for independent external board reviews -- The process of independent external board reviews -- Principles of independent external board reviews -- What does the future hold? -- Conclusion -- Chapter B10 HR on the Board? -- Introduction by Helen Pitcher OBE, Chairman Advanced Boardroom Excellence -- Research summary -- The research -- The natural board player? -- HR input to the board -- 'If not you, who? If not now when?' -- The tipping point? -- What's holding HR back? -- A strategic view of HR -- Current business issues facing boards and companies -- The strategic landscape of HR -- Action this day -- Endnotes -- Part C Understanding Corporate Governance -- Chapter C1 Understanding Corporate Governance -- Introduction -- Good governance as a driver of corporate success -- Correlating corporate performance with corporate conformance -- Is corporate governance a dangerous distraction? -- Governance of other entities including professional firms and bodies -- Early work by ICSA -- The meaning of 'corporate governance' -- Unitary and two-tier boards -- Risk management and internal control -- Internal audit -- Endnotes.

Chapter C2 Grand Themes in Corporate Governance -- Introduction -- The ten 'principia' of good corporate governance -- Stakeholder control of the business -- Maximum and reliable public reporting -- Avoidance of excessive power at the top of the business -- Diversity and a balanced board composition -- A strong, involved board of directors -- A strong, independent element on the board -- Effective monitoring of management by the board -- Competence and commitment -- Risk assessment and control -- A strong audit and assurance process -- References -- Endnotes -- Chapter C3 Applying the Theories that Underpin Corporate Governance -- Introduction -- Agency theory -- The theory of market for corporate control -- The theory of transaction cost economics -- Theory of competitive strategy -- External and internal control -- Stewardship theory[17] -- Stakeholders and Reputational Management -- Endnotes -- Chapter C4 Do Non-Executive Directors Add Value? -- Introduction -- The questions -- Assessing potential or actual contribution -- The uniqueness of the non-executive director's role -- How it all began -- Executive directors need non-executive directors -- Board balance as an antidote to executive excesses? -- A strategic or a monitoring role? -- Expertise, mentoring and networking -- SMEs -- How chairmen and finance directors view the non-executive director -- Has corporate governance worked for the UK? -- Good corporate governance as a bulwark against management fraud -- Failures of 'strategy', or failures of 'control'? -- Control and strategy inextricably linked -- Rewarding non-executive directors -- Steadily increasing burden of compliance -- Enhancing the part that non-executive directors play -- Senior independent directors -- So do non-executive directors improve company performance? -- Non-executive director impact on share price -- Endnotes.

Chapter C5 Corporate Social Responsibility, Integrated Reporting and Sustainability.

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