Our aspiration is to achieve national recognition of ‘the ACGP’ and to establish the Governance Practitioner’s contribution to better corporate governance practice.Read More
Whether you are new to governance, already in a senior role or sit on a board of directors, our range of membership offers ensures that there is a grade that fits you.
Courses & Qualifications
The ACGP offers courses and qualifications for those professionals and students looking to gain an accreditation as a Governance Practitioner.
18 Feb 2014 -
In the last student note we saw that governance has evolved through the development of a whole series of codes using the idea of “comply or explain”. We’ve also seen that governance is more than compliance and that since it’s a relationship with the organisations stakeholders it’s really about decisions that the board takes about how it wants to run its organisation.
However, compliance is important. Directors and trustees don’t just have “comply or explain why they don’t comply” with the corporate governance code for their sector. They must comply with the law.
For companies, the 2006 Companies Act sets out seven duties of directors:
25 Oct 2013 -
An important part of understanding corporate governance comes from having a knowledge of the various codes that seek to provide guidance on good governance practice. These codes have developed over the last twenty-five years.
In 1992 Cadbury Report was developed in response to a number of scandals that highlighted lack of confidence in financial reporting. It introduced the concept of “comply or explain” and promoted the role of non-executive directors on the audit committee.
14 Jun 2013 -
The idea of stakeholders comes from economic theory about the nature of the organization.
Originally, the idea was that the purpose of the organization was simply to make as much profit as possible. The owners of the company appoint the directors to do that and in doing so the owners incur costs (e.g. paying the directors) so it’s called “agency theory”. That idea comes from a time when owners could ignore the interest of people connected with the company such as the employees and the community. So academics started thinking about other ways of thinking about the company.