The Role of the Non-Executive Director While it varies across countries and from company to company, the non-executive director’s role is generally to: Help facilitate strategy development and constructively monitor delivery. Set standards and targets for the management team. Scrutinise management performance and monitor reporting. Confirm the integrity of internal controls and financial reporting. Determine how risk will be evaluated, calibrated and managed. Determine senior executive remuneration. Appoint and remove senior management. Help develop long-term succession plans. Monitor and maintain good corporate governance. Act in the best interests of all stakeholders, not just shareholders. – Adapted from “ Becoming a Non-Executive Director “, Spencer Stuart, 2014.
Many of us have felt that buzz you get when you’ve found your perfect match online. This can often be a positive experience, but more and more men and women of all ages are falling victim to online relationship fraud. These fraudsters use online dating with the sole intention of persuading you to lend them money or to steal your identity. They manipulate their victims through convincing stories and subtle tactics, building empathy and using emotions like guilt, sympathy and the promise of future happiness to draw you in. Here are some of their tactics: STORIES: They may listen to your experiences and then claim to have had similar experiences; they may tell you a story to get your sympathy, or tell you about an exciting business opportunity. SECRECY: Fraudsters like to isolate their victims, convincing you that they are the only person that truly understands you. POWER: Once isolated from your support network, the fraudster tries to make you emotionally dependent on them. URGENCY: on
M ounting evidence to suggest women improve performance — both at the corporate level and on the trading floor. MSCI’s Women on Boards study showed companies with strong female leadership generate stronger return on equity (ROE) — 10.1% versus 7.4% of their male-only counterparts. Credit Suisse’s study showed that among large-cap stocks, investing in companies which have at least one woman on the board leads to outperformance by 5%. Professors Brad Barber and Terrance Odean, in their 2001 paper titled Boys will be boys: Gender, Overconfidence, and Common Stock Investment, showed men trade 45% more than women, leading to a 59% greater reduction in profitability compared to women.
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