Good corporate governance has been the object of much, often passionate debate in Germany for half a century. Starting with the reform of Germany’s Stock Corporation Act in 1965 and passing such milestones as the formation of the official commission on the German Corporate Governance Code in 2001, the history of corporate governance has brought about many new ideas on how companies can regulate themselves and achieve greater transparency. Trust between executive and supervisory boards is paramount, as is the duty to protect the interests of shareholders, stakeholders, and employees. The definition of what constitutes good corporate governance is still changing, and it is creating new challenges for the people entrusted with running or overseeing businesses.
Executive and Non-Executive Directors as the Top Agents of Corporate Governance
Management boards and supervisory boards stand at the head of the corporate governance system. The “tone at the top” can make or break the success and future viability of any company. Exposed to constant media scrutiny in an increasingly digitalized economy that keeps changing and mutating, these high profile decision makers need agile, unbiased, and trusted advice from peers.