Governance
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Tesla, 14 March, 2019
How should a board manage a maverick CEO?
Elon Musk is in further trouble with US regulators over a tweet. His behaviour raises big questions for chairs elsewhere forced to manage mercurial chief executives.
Reputational risk, 8 March, 2019
Why boards need to support whistleblowers
The recently revised UK Corporate Governance Code has re-emphasised the importance of whistleblowing. Resources are available to help boards ensure they are well placed to support the process.
Audit, 5 March, 2019
New guidance pulls non-execs into ‘going concern’ debate
Recent corporate collapses such as BHS and Carillion have put "going concern" statements in the spotlight. New guidance will make non-executive directors—especially those on the audit committee—part of the assessment.
Corporate culture, 20 February, 2019
Think tank recommends culture and people role for remcos
Remuneration committees (remcos) tend to focus on executive pay, but a think tank has called for their remit to be widened to include culture and people.
Data security, 18 February, 2019
Cambridge Analytica and Facebook scandal ‘a failure of governance’
The data breach involving 87 million Facebook users and Cambridge Analytica, the data analytics firm, was a “profound failure of governance” within the social media business, according to a committee of UK MPs.
Compliance, 14 February, 2019
How information overload can threaten board effectiveness
An increased focus on risk and compliance for financial services firms has led to a rise in committees, reporting and key performance indicators. But boards must ensure that short-term targets do not hamper long-term strategic vision.
Corporate governance, 14 February, 2019
Establishing vision and values in financial services
The boards of global financial institutions must have the expertise, diversity and operational understanding to ensure effective oversight, but they must start by setting the company's culture and strategy.
Regulation, 14 February, 2019
A new culture of compliance in a complex environment
The unprecedented pace of regulatory change in the financial services industry has led to substantial investment in the compliance function, but it needs greater support at board and executive levels in order to be effective.
