I had the pleasure of speaking with the Holmes Report’s Arun recently, on a host of topics. I interviewed him for a podcast, looking at the future of the communications industry. He asked me about recent corporate governance issues in the Middle East. We also spoke about the rise of values-based communications. Have a listen and enjoy. And get involved by sharing your opinion.
I’m sharing this article, which first ran in Communicate Middle East a couple of days back. I care deeply about the industry and about MEPRA, to which I gave five years of board service. My message is simple – we can and must do better when it comes to corporate governance. And MEPRA must lead by example.
“It’s no secret that I care about the communications industry in the region. I’ve done more than my fair share when it comes to supporting people and organizations in becoming more aware of what good communications is all about, and why it’s central to building strong reputations. I’ve also spent years advocating for the adoption of best practices, including good corporate governance, through both my day job and my board positions for several communications associations including the Middle East Public Relations Association (MEPRA), Global Alliance for Public Relations and Communication Management, International Association of Business Communicators (IABC) and Advertisers Business Group (ABG).
Good corporate governance builds reputation; weak corporate governance undermines trust. I’m not simply talking about following regulations and laws, but also the need to be transparent as well as feel that an organization’s leadership is doing the right thing, listening to concerns and acting with integrity. As a member of the communications industry who is interested in how my profession is perceived, I care about reputations and the need to do the right thing.
One of the organizations I’ve supported, both as a member and through a board position, is the MEPRA. As a member, I’ve always maintained that we must adhere to the strongest standards of corporate governance. It’s integral to our mission of empowering communicators in becoming strategic advisors, particularly to organizational leadership.
Given that, I’m confused as to how at least three members have been added to the organization’s Strategy Board in the months following the Annual General Meeting on February 5. There was no member’s vote on their nomination and no communication sent to members besides the update on the website. And I’m struggling to reconcile this with what’s stated in the MEPRA Charter. I’ll quote from the Charter:
- The Boards shall be elected from MEPRA’s members.
- The election will take place at the Annual General Meeting to be held each year or at an Extraordinary General Meeting if required and agreed by a majority of the Executive Board.
- The Executive Board shall be responsible for establishing the nomination and election process each year, provided always that: nominations for each office of the Boards will be invited from the members of the association when giving notice of the Annual General Meeting. The Executive Board must receive all nominations in writing in reasonable time before the date of the Annual General Meeting. Every nomination shall be supported by at least two voting members of the Association. The Executive Board will circulate the list of nominations to members not less than two weeks prior to the Annual General Meeting.
- Election will be by a simple majority of the members eligible to vote.
- Voting will be by secret ballot.
- All MEPRA members are eligible to vote in the election of the Strategy Board. Only members of the Strategy Board are eligible to vote in the election of the Executive Board. Only members of the Executive Board are eligible to vote in the election of Chair and Vice Chair. No member may vote for him or herself.
- If for any reason a member of the Boards is unable to serve for a full two years the vacancy will be advised to the members and the Executive Board may fill the vacancy from any candidates that express an interest in filling the vacancy and which have the competencies required in order to fill the relevant role. The decision of the Executive Board in relation to filling vacancies shall be final.
This article won’t win me many plaudits, and I expect that I’ll be criticized for openly airing this. However, we must be able to have the courage to speak honestly, even to those in power. Speaking truth to power means that we believe deeply in what we say, that we care, and that we understand the risks of not doing so. Doing what’s right, rather than what is politically convenient, is incumbent on all of us.
It would be easier for me – or any of us – not to say anything. I was asked by a board member, “Why do you care?” I care because I am part of this region and this industry. Reputations matter, especially for a body that represents what we do. I believe in the region’s talent, and our ability to break down misperceptions about the Middle East when it comes to corporate governance.
I also realize that if we are not transparent, if we don’t engage proactively, and if we don’t follow our own rules, we will not have the trust that we need to raise the profession from one that simply executes to one that advises and guides a company and its board to do the right thing.
If you don’t believe me, that’s fine. I may be taking all of this too seriously. However, go and ask any Abraaj shareholder about the implications of weak corporate governance. If you still don’t understand the need to build strong corporate governance and its role in reputation building, then maybe communications isn’t the right role for you.