Corporate governance: up to date

Corporate governance is the system by which companies are directed and controlled. Boards of directors are responsible for the governance of their companies. Nonprofit governance is a political and organizational process involving multiple functions and engaging multiple stakeholders. The responsibilities of the board include setting the company’s strategic aims, providing the leadership to put them into effect, supervising the management of the business and reporting to shareholders and stakeholders on their stewardship and to ensure the mission fullfillment and overall accountability.

Having a knowledgeable and engaged board, a board that understands its fiduciary role, its managerial role and depending on the type of institution its fundraising role. is very important specially in public institutions and non for profit.

The Centre for Research in Health and Economics CRES from the Universitat Pompeu Fabra has published recently some policy papers related to  Corporate Governance. 

• Dalmau-Matarrodona, E.; "Bones pràctiques del govern de les organitzacions" Health Policy Papers Collection 2026-4_ED [Download]
• López-Casasnovas, G., Planas-Miret, I.; "La gobernanza de la colaboración público-privada en sanidad. El caso de Catalunya." Health Policy Papers Collection 2026-3_GL_IP [Download]
• Ortún, V.; "Gobierno y gestión de las organizaciones sanitarias" Health Policy Papers Collection 2026-2_VO [Download]
• López-Casasnovas, G.; "Anomalies organitzatives als consells de govern de les organitzacions públiques" Policy Papers Collection 2026-3_GL [Download]

Another interesting paper published in 2014 by Yvonne D. Harrison (University of Albany) and Vic Murray (University of Victoria): Guidelines for Improving the Effectiveness of Boards of Directors of Nonprofit Organizations

photo Jordi Soldevila. Màcula Malèvich de Sant Pau

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Specialty choices among new generation of doctors - insights from a Polish survey study

Currently, healthcare systems around the world are facing serious labour crises, significant shortages, and unequal geographical distribution of doctors. One of the key issues in maintaining an adequate health workforce is young graduates’ choice of medical specialty. Their career choices substantially influence the future balance between different medical specialties. To better align the choices of young doctors with the needs of the healthcare system, we have to understand the differences between doctors who are already working and those who are only just starting. 

Three generations currently dominate the population of doctors in the workforce: the baby boomers (born 1945–1964), generation X (born 1965–1979), and generation Y (millennials: born 1980–1994). Each generation brings its characteristics to the medical profession. The baby boomers are known for working long hours and viewing medicine as a tireless vocation, while generations X and Y are more tech-savvy, value mobility, and prioritize work-life balance.

Doctors currently entering the healthcare labour market (generation Z) were born between the late 1990s and early 2010s. This generation, also known as‘Gen-Z’, differs significantly from older generations in many ways. Gen-Z individuals were born into a world of widespread access to information, largely due to the internet. They are proficient in using modern technologies, more focused on achieving a healthy work-life balance, and are more open to change in their lives compared to the generations of their parents and grandparentts. However, they do not accept the current state of workplace culture and working hours. They strongly desire a life-work balance, flexibility in working conditions, and collaboration in the workplace.

Although they have chosen a medical career, many young healthcare professionals report that their expectations are not being met, especially concerning non-clinical tasks, including the administrative burden. They understand that the success of future healthcare systems is closely linked to the implementation of new technologies, recognizing its potential to reduce administrative workload and work-related stress. Besides salary, autonomy, collaboration, and technology play a crucial role in selecting a workplace (hospital or practice). To attract and retain this younger generation, healthcare organisations need to focus on team collaboration, a friendly working atmosphere, and adapt their work organisation practices accordingly.

In Poland, many specialties are experiencing a ‘generation gap, which requires well-thought-out decisions to compensate for the forthcoming crisis that would become even more serious if doctors at retirement age were to stop working.

This article aimed to provide evidence on the factors that drive young doctors to choose their future specialties, presenting differences between those applying for non-surgical specialties and those applying for surgical ones.

Article: open acces and pdf

photo Jordi Soldevila. Màcules de Barcelona. Màcula simple del carrer Escorial

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No health without peace. Nothing more to say.

The right to health was laid out in the Universal Declaration of Human Rights, reaffirmed in the Alma Ata declaration, and remains embedded in contemporary WHO priorities. There is no credible path to achieving it that can run through perpetual conflict. Responding to the health consequences of war is necessary, but it cannot substitute for the conditions required to build, protect, and sustain health systems. Ambitions for equity, resilience, preparedness, and universal access cannot be realised amid chronic insecurity. 

Peace is not adjacent to health—it is foundational.

The Lancet editorial (2026) (pdf Volume 407, Issue 10523, 1)

Photo Jordi Soldevila. Geometries de la injustícia. Desesperació.
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