04275oam 2200709M 450 991082498500332120230810000049.01-138-61914-097808222863461-351-16124-51-351-16122-91-281-09812-497866110981240-7546-8289-7(CKB)1000000000401064(EBL)429654(OCoLC)437113492(SSID)ssj0000129405(PQKBManifestationID)11936990(PQKBTitleCode)TC0000129405(PQKBWorkID)10078409(PQKB)11573405(MiAaPQ)EBC429654(MiAaPQ)EBC5164630(Au-PeEL)EBL429654(CaPaEBR)ebr10211214(CaONFJC)MIL109812(OCoLC)1013824692(OCoLC-P)1013824692(FlBoTFG)9781351161244(EXLCZ)99100000000040106420171202d2017 uy 0engur|n|---|||||txtccrConstructive Engagement Directors and Investors in ActionMilton Taylor and Francis20171 online resource (301 p.)Description based upon print version of record.0-8153-8817-9 0-566-08711-1 Includes bibliographical references (p. [267] - 273) and index.Cover; Contents; Introduction; Acknowledgements; PART ONE: THREE PIVOTAL ISSUES; PART TWO: SEVEN PILLARS; PART THREE: NOTES OF EXPERIENCE; PART FOUR: UNSCIENTIFIC POSTSCRIPT; Glossary; Partial bibliography; Index"The relationships between investors, directors and companies have never been so vital, or so confusing. Gone are the days when being a non-executive director (NED) meant an agreeable lunch and when CEOs wanted them to meet investors 'over my dead body'. Even the most admired companies can be engulfed in scandal and the NEDs find themselves having to drive through fundamental changes. The corporate environment is full of pitfalls for unwary boards. And there are plenty of headline stories of directors who have failed to measure up. Equally, a high quality board which has the confidence of the investors is a major strategic asset: making better decisions, attracting better people and allowing bolder strategies to succeed with investor backing. Nicholas Beale uses research gathered from leading FTSE 100 chairmen, directors, non-executive directors and investors to explore their changing roles. What emerges is a fascinating and instructive picture of constructive engagement; an approach that sees these companies (and the people behind them), each in their own way, address the challenges that are at the heart of global capitalism, and that have lead to the Higgs Review, Sarbanes-Oxley and other regulatory attempts to address corporate mismanagement. From discussions with over 100 leading practitioners, detailed studies of three leading companies, three leading investors and an extended case study on investor engagement at Royal Dutch Shell, the author draws a series of ideas and guidance for all of the parties involved. Sadly this book has come too late for the directors and investors of those companies that have crashed and burned, but all others who are, or aspire to be, directors or significant investors in listed companies should read this book, learn the lessons it has to offer and start adopting them in the organization(s) with which you work and in the portfolios you develop. For more information visit www.conseng.net"--Provided by publisher.CorporationsInvestor relationsGreat BritainBoards of directorsGreat BritainStockholdersGreat BritainCorporate governanceGreat BritainCorporationsInvestor relationsBoards of directorsStockholdersCorporate governance659.2/85Beale Nicholas1641430OCoLC-POCoLC-PBOOK9910824985003321Constructive Engagement3985562UNINA