sustainability

Why sustainability needs to be on the board agenda

Each generation of business leaders confronts a new set of opportunities and challenges, and sustainability and ESG is undoubtedly at the top of this generation’s. Laura Heuston outlines why companies should develop a clearer sense of what sustainability means to them and what directors can do to oversee and report on sustainability effectively.

a guide to diversity and inclusion

A director’s guide to diversity and inclusion

Sandra Healy – founder & CEO of inclusio, examines how boards, CEOs, and senior management can go beyond acknowledging diversity and inclusion to implementing real change that will benefit their employees and firms.

The Valuable 500 is changing the way businesses view disability

Crosby Cromwell is the chief partnerships officer at The Valuable 500 – a global collective of 500 multinational organisations putting disability on the boardroom agenda. Together with their friends and family, people with disabilities have a spending power of $8 trillion.

How are boards adapting to the hybrid world?

In this webinar, Jon Evans from iBabs will present the data iBabs have collected over the last 18 months and show how organisations reacted to being forced to work remotely and what decisions they are making to evolve post pandemic

Mergers and Acquistions- Why culture keeps destorying value

Mergers and Acquisitions: Why culture keeps destroying value

This webinar was presented by Lorraine Wrafter. Well-capitalised companies now have the opportunity to make acquisitions, consolidate power and yet history will repeat itself – M&As often destroy value. Why? Because the focus will be on financial statements, structure, synergies, and high-level “culture” rather than preventing confusion, conflicts, and distrust during integration. Why does this keep happening?

What-you-need-to-know-about-the-G-in-ESG.-2

What you need to know about the G in ESG

ESG (Environmental, Social and Governance) issues have been attracting increasing attention due in part to increased investor focus. Understanding what the G means is imperative for directors who want to demonstrate progressive thinking.