Comment
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COMMENT: Modern slavery, 16 December, 2024
Why boards need to tackle modern slavery
Still prevalent in organisations and supply chains, the crime of modern slavery poses a material risk to business.
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COMMENT: Sustainability , 4 December, 2024
Why non-executives can ignore the failure of COP29
Boards can make a difference to the planet’s sustainability, provided they focus on areas they can control.
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COMMENT: Budget 2024, 28 October, 2024
What to look out for in the budget
For new chancellor Rachel Reeves, it will not be easy to balance raising money and pursuing economic growth with keeping a lid on taxes.
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COMMENT: Geopolitical risk, 22 October, 2024
Is constant disruption the new normal?
The long period of peaceful growth before Russia’s invasion of Ukraine has left company boards unprepared for the new geopolitical landscape.
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INSIGHT: Diversity, equity and inclusion, 14 October, 2024
10 steps to a more innovative board
With 14% of organisations reporting difficulty in finding diverse voices, it’s time to reframe the narrative.
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INSIGHT: Risk management, 30 September, 2024
Why boards struggle to identify and manage risks
At the heart of managing risk is the need for step change, rather than incremental change, in business—and that’s where the trouble lies.
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COMMENT: Internal audit, 20 September, 2024
How internal audit can strengthen governance
The Internal Audit Code of Practice from the Chartered Institute of Internal Auditors aims to restore trust in corporate governance.
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COMMENT: ESG and sustainability, 19 September, 2024
Why generalists are better at leading ESG strategy than specialists
ESG and sustainability strategy leaders need to have experience and a well-rounded appreciation of commercial imperatives.
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INSIGHT: Performance culture, 5 September, 2024
How to empower people to improve performance
Freedom to ‘speak up’ to the board is the cornerstone of a healthy culture that lets workers and organisations thrive.
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COMMENT: Audit reform, 5 August, 2024
A perfect storm of governance failings
The need for well-resourced independent assurance, backed by a strong audit reform and corporate governance bill, is stronger than ever.
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COMMENT: AI strategy, 24 July, 2024
Boards must look to next wave of AI now
Artificial general intelligence is coming and time is of the essence: what’s your company’s strategy for 2030?
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INSIGHT: Governance, 22 July, 2024
How the UK governance code update brings business benefits
As boards gird their loins to prepare for updated UK corporate governance requirements from 2026, there’s good news too.
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COMMENT: Audit reform, 16 July, 2024
The UK needs an audit and corporate governance reform bill
Adopting proposals ditched by the previous government would foster growth and a transparent, trustworthy business ecosystem.
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COMMENT: Board decision-making, 15 July, 2024
Choose your words carefully
Creating space and time for considered, formal debate of board decisions will allow sense—and true consensus—to emerge.
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COMMENT: Section 172, 12 July, 2024
We need UK business to be a force for good
Amending section 172 of the Companies Act would empower leaders to align the interests of profits and planet.
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NEWS ANALYSIS: Labour government, 9 July, 2024
What will the new UK government do for governance?
Sir Keir Starmer has committed the Labour administration to ‘service’: by rights, that should include improving business ethics.
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COMMENT: Ethics, 2 July, 2024
Why doesn’t Britain trust politicians?
Public faith in government and business continues to drop, and business leaders need to take action now to regain it.
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INSIGHT: Cybersecurity, 24 June, 2024
Cybersecurity needs a seat on the board
A cyber-attack on your organisation is guaranteed, so it’s time to think ‘when’, not ‘if’, and be prepared from the top down.
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COMMENT: Leadership, 15 May, 2024
Why a leader’s humour is often no laughing matter
There is a time and a place for jokes, and recent research suggests that the boardroom may be better off without them.
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INSIGHT: Reputation management, 5 April, 2024
Ignore reputation at your peril
Corporate reputation is critical, yet 67% of board directors fail to speak up in the face of entirely foreseeable crises.