Recruiter Insights: The Wates Principles

7 months ago by Hayley Vaughan

Recruiter Insights: The Wates Principles

Lots of black folders with white labels sitting on shelves with different coloured stripes overlaying

On the 1st of January, when most were recovering from their New Years Eve celebrations, reporting against the FRC’s new Wates Principles was coming into effect. The new code, which hopes to provide a framework to help large private companies improve their corporate governance framework, encourages companies to adopt a key set of behaviors. These behaviors hope to secure new-found confidence among stakeholders, whilst also benefitting wider society. The principles were developed by a coalition established by the Financial Reporting Council (FRC) and chaired by James Wates CBE, who said of the move:

“I believe that good business, well done, is a force for good in society. The Wates Corporate Governance Principles are a tool for large private companies that helps them look themselves in the mirror, to see where they’ve done well, and where they can raise their corporate governance standards to a higher level. Good corporate governance is not about box-ticking It can only be achieved if companies think seriously about why they exist and how they deliver on their purpose then explain – in their own words – how they go about implementing the principles. That’s the sort of transparency that can build the trust of stakeholders and the general public.”

The six principles are:

  • Purpose and Leadership – An effective board develops and promotes the purpose of a company and ensures that its values, strategy and culture align with that purpose.
  • Board Composition - Effective board composition requires an effective chair and a balance of skills, backgrounds, experience and knowledge, with individual directors having sufficient capacity to make a valuable contribution. The size of a board should be guided by the scale and complexity of the company.
  • Board Responsibilities - The board and individual directors should have a clear understanding of their accountability and responsibilities. The board’s policies and procedures should support effective decision-making and independent challenge.
  • Opportunity and Risk - A board should promote the long-term sustainable success of the company by identifying opportunities to create and preserve value and establishing oversight for the identification and mitigation of risks.
  • Remuneration - A board should promote executive remuneration structures aligned to the long-term sustainable success of a company, taking into account pay and conditions elsewhere in the company.
  • Stakeholder Relationships and Engagement - Directors should foster effective stakeholder relationships aligned to the company’s purpose. The board is responsible for overseeing meaningful engagement with stakeholders, including the workforce, and having regard to their views when taking decisions.

The hope is that by explaining the application of these principles large private companies will more easily and readily be able to meet their obligations under The Companies (Miscellaneous Reporting) Regulations 2018.