From compliance to new technology and broader stakeholder engagement, financial services firms today must be fighting fit in order to thrive. Enter the effective board, which must govern like never before. In this special report, we outline six key areas of knowledge and insight to equip boards for the unprecedented challenges ahead.
This past year has been packed with governance events from the launch of new codes, executive pay debates, and leadership behaviour debacles to climate change, cybersecurity scandals and the Khashoggi murder.
Boards of banks face an increasingly broad array of responsibilities when managing foreign subsidiaries, ensuring the parent company has control and oversight without sacrificing independence or creating a culture of complacency.
The collapse of two AIM-listed companies recently have highlighted potential regulatory failings in the stock exchange, leading commentators to debate whether the market should tighten up its governance rules.
The revamped governance code and guidance amount to a demand for cultural change in the boardroom. But how should boards change in order to better manage the risks associated with poor corporate culture?