Among the recommended revisions to the Code of Corporate Governance, the “nine-year rule” for independent directors (IDs) has been the most debated. ...
Director and executive pay is usually the subject of intense scrutiny by regulators, investors and the general public.
In a packed ballroom at Marina Mandarin Hotel on 16 January 2018, the event looked like a grand gathering of the who’s who in Singapore’s corporate governance community.
Unlike the CEO, the non-executive chairman of the board tends to have a lower profile and is lesser known to members of the public.
Conventional executive compensation models are built on certain universally accepted principles.
MANY studies have found that whistleblowing is often the most common channel for exposing corporate irregularities, including fraud. For example, the KPMG and SMU Singapore Fraud Survey 2014 showed...
THE imminent switchover to a new accounting framework, coupled with the adoption of new financial reporting standards for revenue recognition and financial instruments, is expected to bring a tidal...
DO boards need to care about sustainability? This is a question I often face in my interactions with corporate leaders.
PEOPLE can make all the difference between a good and a great organisation, all things being equal.
THE role of a board is to govern the company. This means that it has to check that management conforms to rules and policies, and performs to expectations.