Resource Centre
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Good Governance Guide — The Company secretary: separation of roles
It is considered good governance for organisations to appoint separate persons as the chief executive officer (CEO) and the company secretary of the organisation. However, it is the practice for some organisations, particularly not-for-profits, to appoint the CEO as the company secretary.
Free to members -
Good Governance Guide — Board structure
It is considered good governance for a not-for-profit (NFP) organisation to structure its board to ensure achievement of its purpose while meeting its ethical, legal and financial obligations.
Free to members Free to subscribers -
Effective AGMs (2019)
The nature of the annual general meeting (AGM) has changed somewhat in recent years. This change has been precipitated by greater shareholder interest, recognition of the need for shareholder engagement and advances in applying technology.
Free to members Free to subscribers Available for non-member purchase -
Protecting Company Officers (2019)
This publication goes through the process of how to protect company officers by: discussing who precisely an officer is; identifying sources of risk for officers; and outlining ways to manage and transfer some of those risks. In this publication, references to directors and officers are to directors and officers of companies registered under the Corporations Act 2001.
Free to members Available for non-member purchase -
Good Governance Guide — A practical guide to categorising risk
In order to better identify and manage risk, it is good governance for an organisation which plans to use a risk register as a tool to capture, analyse and monitor the risks which it has identified as part of its risk management framework, to classify those risks into separate categories.
Free to members -
Good Governance Guide — Risk appetite statement
It is good governance for organisations to articulate and communicate their appetite for risk with a formal risk appetite statement. Regulators may require the board to set a risk appetite statement.
Free to members -
Good Governance Guide — Developing a risk register
It is good governance for an organisation to have a risk framework and a defined risk appetite. In doing so, it is good to have a mechanism/tool for capturing, analysing and monitoring risk-related information.
Free to members -
Good Governance Guide — Risk management overview
It is good governance for an entity to ensure that all directors and senior executives have a shared understanding of risk, which is the effect of uncertainty on an entity achieving its strategic objectives and maintaining its long-term viability and reputation.
Free to members -
Managing Conflicts of Interest in the Not-for-Profit Sector (2012)
As in the private sector, directors and other officers in the NFP sector must answer to regulators, the beneficiaries of their services, their own members, the sources of their funds and the public at large. Managing conflicts of interest and maintaining reputation and the support of funders and the public are of vital importance.
Free to members Available for non-member purchase -
Good Governance Guide — Issues to consider in relation to political donations
It is good governance for a company to establish a policy or protocol in relation to political donations in Australia.
Free to members -
Transfer of units form
Certificate for the transfer of units in a Trust.
Free to members