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GGI Newsletter 4

GGI Newsletter 4

“As a sustainability leader I recognised that the engagement I’d get from the board on important issues would be limited if it was not balanced by strong financial, risk and strategic considerations. Governance training will help me maximise the value of those important conversations.”

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GGI Newsletter 3

GGI Newsletter 3

As boards grapple with what their contribution to corporate culture should look like they often overlook one of the simplest yet most powerful cultural drivers within their grasp: symbolism.

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GGI Newsletter 2

GGI Newsletter 2

As boards grapple with what their contribution to corporate culture should look like they often overlook one of the simplest yet most powerful cultural drivers within their grasp: symbolism.

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