Research and Publication is a critical component in the centre’s activities. It is based on the understanding that improving the corporate governance climate in the country requires constant knowledge generation and dissemination. In this wise, the IoD Centre for Corporate Governance undertakes research and publish both internally and externally. The centre has published the Centre’s Corporate Governance Journal; Journal of Best Practice Guidelines and Highlights of National Code of Corporate Governance.
Corporate Governance Journal – Vol. 1 No 3 2015
Theme: Reinforcing Boards for Optimal Value Addition.
Articles in the Journal
- Taking Corporate Governance to the Next level; Perspective from the Nigerian Banking Sector by Dr. Kinsley C. Moghalu.
- Value Addition in the Boardroom by Kemi Parker.
- The Role of Director in ensuring Corporate Governance by Ikechukwu Uwana
- The Role of the CEO in Ensuring Transparency and Disclosure in Good Corporate Governance Practice by Aliyu Dikko.
- Strategic Leadership in the 21st Century by Uju Onwuzuike.
Position paper 2 March 2015
Directors are generally appointed by the shareholders’ and should ideally represent the interest of the company at all time. However, in certain instances, where the shareholding of the company is more concentrated, the shareholder will the concentration of power may be able to influence or secure the appointment of one or more directors. Directors representing controlling shareholders, venture capitalists and preferred shareholders are elected to protect the interests of their sponsors. The result is an unnecessary separation of legal doctrine from corporate activity that can create confusion, expense and possible liability. Nevertheless, accepted doctrine says that they (nominee directors) owe undivided loyalty to the corporation and all shareholders. Business needs in both closely held and publicly traded corporations require a more realistic and nuanced legal approach to the position of a representative director.
This publication discussed the responsibilities of Nominee Directors to the company on whose board they have been appointed and proffer guidelines to both the directors and the shareholders that appoint them in order to allow them fulfil their responsibilities
The Dissenting Director
Position Paper 4 (Guidelines for Best Practice) March 2016
The notion of an effective board is one that brings to mind optimal decision making in an atmosphere of mutual respect, trust, candour and open debate. However, it is to be expected that within this atmosphere, disagreements, divergence/differences of views and dissent will arise. This paper highlights the importance of raising the dissenting voice. It also provides practical guidelines for doing so in the best interests of the various stakeholders.
What We Believe