LEADER 04275oam 2200709M 450 001 9910824985003321 005 20230810000049.0 010 $a1-138-61914-0 010 $a9780822286346 010 $a1-351-16124-5 010 $a1-351-16122-9 010 $a1-281-09812-4 010 $a9786611098124 010 $a0-7546-8289-7 035 $a(CKB)1000000000401064 035 $a(EBL)429654 035 $a(OCoLC)437113492 035 $a(SSID)ssj0000129405 035 $a(PQKBManifestationID)11936990 035 $a(PQKBTitleCode)TC0000129405 035 $a(PQKBWorkID)10078409 035 $a(PQKB)11573405 035 $a(MiAaPQ)EBC429654 035 $a(MiAaPQ)EBC5164630 035 $a(Au-PeEL)EBL429654 035 $a(CaPaEBR)ebr10211214 035 $a(CaONFJC)MIL109812 035 $a(OCoLC)1013824692 035 $a(OCoLC-P)1013824692 035 $a(FlBoTFG)9781351161244 035 $a(EXLCZ)991000000000401064 100 $a20171202d2017 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aConstructive Engagement $eDirectors and Investors in Action 210 $aMilton $cTaylor and Francis$d2017 215 $a1 online resource (301 p.) 300 $aDescription based upon print version of record. 311 $a0-8153-8817-9 311 $a0-566-08711-1 320 $aIncludes bibliographical references (p. [267] - 273) and index. 327 $aCover; 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 330 2 $a"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. 606 $aCorporations$xInvestor relations$zGreat Britain 606 $aBoards of directors$zGreat Britain 606 $aStockholders$zGreat Britain 606 $aCorporate governance$zGreat Britain 615 0$aCorporations$xInvestor relations 615 0$aBoards of directors 615 0$aStockholders 615 0$aCorporate governance 676 $a659.2/85 700 $aBeale$b Nicholas$01641430 801 0$bOCoLC-P 801 1$bOCoLC-P 906 $aBOOK 912 $a9910824985003321 996 $aConstructive Engagement$93985562 997 $aUNINA