Drawing on insights and interactions with directors and business leaders, we highlight ten issues to keep in mind as you approach and execute your 2021 board agendas
Read moreIncreasing nationalism, cyber attacks on critical infrastructure, and the threat of military conflict, combined with an absence of global leadership and international governance, continue to drive global volatility and uncertainty
Read moreAs digital technologies continue to advance, their impact on risk assessment – both in terms of disruption and protection solutions – becomes as important as it is challenging
Read moreMounting societal issues coupled with limited government solutions, continue to heighten expectations for corporations to address the gaps and rethink their responsibility to society.
Read moreAs an essential component for sustainable growth, the need for relevant experience, diversity and inclusion in the boardroom remains front and centre for investors, regulators, and other stakeholders
Read moreGiven the critical role that corporate culture plays in driving a company’s performance and reputation, boards must take a proactive approach to understanding, shaping, and assessing their own
Read moreBoards continue to make strides in monitoring cyber security effectiveness, but data governance is actually much broader, encompassing data compliance and data ethics
Read moreHaving the right executive team in place is only the start – as important is ensuring the pipeline of talent required to support and ultimately replace them.
Read moreCrisis management readiness goes hand-in-hand with good risk management – companies that respond quickly and effectively will weather crises better
Read moreEmployee and consumer activism regarding Environment, Social and Governance (ESG) issues are growing exponentially, but none more so than over the question of the environment
Read moreDespite increased transparency in the UK executive pay framework, the voice of challenge remains strong when executive pay appears disconnected from long-term corporate performance
Read moreInstitutional investors increasingly hold boards accountable for company performance, demanding greater transparency over matters such as the board's role in strategy, risk evaluation, and their own self-assessment
Read moreBoards need a deep understanding of the context in which the company operates, and as technology, innovation, and other forces continue to disrupt business models, this means staying close to strategy
Read moreAs the environment in which our companies, their shareholders and the wider stakeholders continues to develop the board must remain vigilant to its responsibility for governance
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