Back in March, when COVID-19 was first declared a pandemic and businesses were scrambling to respond, our top story of the year summarised the role of the board and the questions directors should be asking.
One of the most delicate and fraught challenges businesses faced in the midst of COVID-19 was the management of staff. This article in April provided directors with an overview of the JobKeeper Scheme.
As part of a range of economic measures in response to COVID-19, in April the government announced temporary relief for directors from personal liability for insolvent trading. Our policy team outline what this means for directors.
The government also announced a range of measure to assist tenants as part of its coronavirus response. This article in May explored the details of the rent relief available.
In June we looked at the skills and qualities a chair needs to perform their role effectively including how they must adapt for the COVID-19 environment and the leadership required when the future is uncertain.
Not-for profits and charities have faced extraordinary challenges across multiple fronts this year and in March our policy team provided guidance and links to key resources.
Before COVID-19, Australia's bushfire season caused catastrophic damage. In Company Director in March, chief economist Mark Thirlwell discussed the economic cost of natural disasters.
In November, organisational psychologist Rob Newman explored the impact of director behaviours and group dynamics - and the boardroom cultures these create, on board effectiveness.
In Company Director in April, chief economist Mark Thirlwell discussed the wave of issues influencing Australia's economic landscape in 2020.
