News and Insights

Survive, revive and thrive At a time when the economic aftermath of the Coronavirus (COVID-19) pandemic remains a real issue for Australian organisations, it is easy to push aside matters such as board evaluations. For boards required to undergo a p

Key issues: The 2019 Annual General Meeting (AGM) season is fast approaching.  Companies should take care to ensure they are adequately future proofing their corporate strategy with the selection of resolutions put to shareholders at the AGM. 

Key issues: When managing and governing the business of a company, directors and officers need to be mindful of the hallmarks of good meeting minutes and also the significant role that meeting minutes play in revealing the state of mind of a corpor

Key issues: An Australian employer was recently ordered, along with other remedial measures, to pay $60,000 compensation (including for ‘aggravated damages’) to 14 employees and former employees for breaching their privacy. The decision of the

Key issues: Shareholder activism has seen a sharp rise in recent months, with particular shareholders requesting that public companies convene meetings to remove the members of the board of directors. The method in which a shareholder requests to

Key issues: Shareholder activism has seen a sharp rise in recent months, with particular shareholders requesting that public companies convene meetings to remove the members of the board of directors. Public company Boards must be aware of their

Key issues: The Australian Securities and Investments Commission recently released its latest report on regulation of corporate finance. ASIC continues express concerns around fundraising disclosure, financial information provided in prospectuse

In my opinion piece ‘Who is Governing’ published on 4 October 2018 I acknowledged the regulators, ASIC and APRA have not always met community expectations. I also highlighted boards have strict accountability for governing in the best interest o

Boards, like our cricketers, have exposed themselves to an expectation gap. That is, the difference between what the public, investors and stakeholders believe boards should be accountable for and what a board believes it is accountable? I argue ther