Legally, directors are committed to act in the best interests of the
company, simultaneously taking stakeholder perspectives into account in
decision-making and governance processes.
Directors need to be committed to sound corporate governance processes,
and unquestionably committed to act within legal requirements. This defines in
essence a commitment to ethical practices. They simultaneously need to be
committed to achieving the company’s vision, ensuring that the company strategy
is appropriate to achieve the vision, and that management follows through to
deliver on the strategy. Commitment to upholding company values is intricately
part of all other commitments.
Board commitment is seen as the key driver of any successful programme
King Code of
Governance principles (King III)
- Principle 1.1: the board
should provide effective leadership based on an ethical foundation.
The actual individual problems to be mentored will be raised during the
Circle. The following are intended to serve as thought-starters only:
- Are Board members all
committed to the same issues and approaches? How is this determined?
- How is director commitment
measured, if at all?
- Do stated commitments
always reflect genuine intention or are commitments made for the sake of
- Is verbal or written
commitment always demonstrated in actions and behaviour? If not, what prevents
the translation of intention to action?
- How do directors balance
commitment to company values and their personal values?
- Should demonstrable
commitment at Board level be rewarded financially?