Policy Paper: Corportate Governance Reform: CMI Response Tuesday 07 March 2017 Share Share to LinkedIn Share to Facebook Share via email CMI’s brief response to the government’s green paper welcomes the Prime Minister’s recognition that “business must earn and keep the trust and confidence of their customers, employees and the wider public”. Our response highlights evidence of a disconnect between pay and performance at the top, the need for leaders to take better account of stakeholders, and backs measures to restore trust. CMI Corporate Governance Reform 2016-17 Green Paper response Like this article? Why not share it. Share to LinkedIn Share to Facebook Share via email Topic: “I’m here to demonstrate that disabled people can be in leadership positions” Dr Alice Maynard CBE CMgr CCMI, forged an accomplished career as a chair, non-executive director, coach and adviser Read article Article Topic: From school to work: the broken transition Young people are finding it harder than ever to get into jobs and thrive. Here’s what’s happening behind the scenes. Read article Article Topic: Young people and skills: what’s really missing? CMI’s report, Bridging the gap: Supporting a new generation of leaders, reveals why the UK’s youth struggle to switch to work Read article Article Topic: Personal Development Chartered Manager Rosie Hewat says CMI is like “a rare coin in your pocket” Rosie Hewat CMgr MCMI, Chartered Manager of the Week, says CMI laid solid foundations for her professional qualifications Read article Article Policy Paper CMI's policy submissions to Government departments complement our ongoing engagement with policy makers and support our aim of keeping management and leadership at the forefront of the public policy agenda. Members See More CMI Members have access to thousands of online learning and CPD resources. Learn more about our membership benefits Join The Community CMI offers a variety of flexible membership solutions, tailored to your needs. Find out more and get involved in the CMI community today.
