Oh no – what have I just said ‘yes’ to.....
CIPD have been a member of the Good Governance Forum for a number of months. It supports achieving business success through improving the quality of corporate governance by providing tools, resources and other instruments for chairs, company secretaries and other key people who drive the quality of board performance. It works with regulators and others to help create the best possible environment for good corporate governance.
the leadership, behaviours and culture of the boardroom
It’s looking at issues well beyond codes and compliance, and into a landscape that forward looking HR should be all over, and have the skillsets to handle – the leadership, behaviours and culture of the boardroom and how to effect change. Historically, the CIPD hasn’t been seen as being engaged enough in ‘boardroom’ discussions – apart from Remco and exec comp of course - and I’ve been looking at how to get us more into that space.
Next week there is an influential conference – ‘Beyond Regulation: improving corporate governance in the UK and beyond’. And in a weak moment I’ve agreed to be a last minute addition to a conference closing panel on ‘reflections and future agenda’.
This is meant to be an expert panel, and in the governance space they certainly all are - except me. But I do have some views and opinions, so I’d better get them shaped – I’ve got until next Wednesday, after all......
I hope you enjoyed the day, despite your concerns. I hope you will able to share what you learnt with the management team of the CIPD in Wimbledon, if not with the wider membership of the Institute.
In fact, I would encourage you and the CIPD to publish your speech on the CIPD website.
You may be aware that many of us (members of the Institute, that is) are very disappointed at the CIPD's unwillingness to even begin to follow the Codes of Good Corporate Governance in the UK. As a minimum, it should:-
1. allow a vote from members on acceptance of the Annual Report and Accounts, including the Report of the Remuneration Committee of the CIPD
3. allow members a vote to confirm the appointments to the Board of the CIPD
4. allow members a postal, electronic or proxy vote if they are unable to attend the AGM in person (which is difficult for many).
All this would encourage greater involvement and participation by the membership. And even perhaps halt the decline in membership.
Unfortunately, the CIPD hides behind its status as an incorporated Charity as a means of avoiding these Governance issues.
And how about the CIPD consulting with its wider membership to gain acceptance and support before issuing far-reaching "policy statements" that many members may not agree with or even have heard of? (the support of the abolition of the DRA is just one recent example).
So, rather than simply preaching to other organisations about what is good practice and should be adopted, do you not agree that a "professional" Institute, one that trumpets its Chartered status credentials, ought to lead by example?
Who would look to the Institute to comment on aspects of corporate governance (as outlined in Cadbury, Greenbury, Higgs, the Combined Code) or anything to do with Executive Remuneration given the current structure the CIPD is constituted under. Unfortunately, the CIPD has nothing to say about this issue until it is reformed.
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