This study is based on the G4S organization which is a large multi-national security company. The company was merged in 2004 to form the current structure. The organization is constantly changing and evolving since the merger and corporate governance is being put on the agenda and given serious consideration. It examines the link between corporate governance and HR and whether an accountability culture exists within the business units. The aim is to develop a consistent model for embedding consistent policies and practices around corporate governance in the organization.\ud
The foundations for the primary research lie both in the literature on corporate governance and on accountability at leadership level. The approach taken to the research is qualitative. The primary research involved in-depth interviews with various members of the organization; informants include employee’s from the Snr Management categories across various business units. The secondary research includes the literature review, an examination of company documents that would give an indication into the current corporate social responsibility stance taken by the company and its emergence.\ud
The findings of the study highlight the progress the company has made in relation to corporate governance and social responsibility. It outlines area’s in which is should focus for improving the implementation and consistent dissemination throughout all business units. It is a story of how strategy stands still at the top of a global organization unless the heads of each business unit fully buy-in to what needs to be done