The Bribery Act 2010 should not be pigeonholed as compliance regulation; the Act falls within the sphere of corporate responsibility and employee engagement and is an opportunity for non-executive directors to add wider value.

Businesses are increasingly expected to go beyond merely reporting profits to show how they are creating value for the short, medium and long term. Integrated reporting is considered by many as the way forward.

Leapfrogging is a relatively new trend in CEO appointments but requires the support of chairmen and non-executives.

Changes to the UK's corporate governance code are an opportunity to reconsider risk and internal control.

Capital allocation is a critical business discipline, with acquisitions likely to be the most stressful option for non-executives.

It can be a solitary role being chief executive, but there is support available from the chairman, mentors and coaches.

Boards and audit committees need to take cyber-security seriously, and ensure that basic steps are taken to prevent disaster.

Share buybacks have become all in the rage, at least in the US. But what is really at stake when the board is told it is the best use of cash?

Achieving the Davies Review target of women making up 25% of board membership in the FTSE 100 forced many first-time appointments. But what should women be doing to launch their non-executive careers?

Diversity is not just about gender; it's about boards being representative in other ways too, according to Carly Chynoweth.

Risk is the hot topic for non-executive directors, but many boards fall short at defining their appetite for risk. Ruth Ireland takes a look at risk culture and the art of taking acceptable risks.

The UK governance code now includes requirements for a "viability statement"—a fresh challenge for non-executives that demands a robust process.

Succession planning should be at the forefront of nomination committees awaiting new guidance from the Financial Reporting Council.

Non-executive appointments may seem like a natural progression for many but enthusiasm for a first role should not be allowed to crush caution.

Chairing an audit committee is a natural progression for many non-executives. But what’s involved in stepping up to supervise the auditors and the accounts?

The sudden departure of a CEO, such as the exit of Antony Jenkins from Barclays, can leave an organisation bereft. What is the role of non-executives when no one appears to be at the helm?

Your brain may fool you into accepting poor appointments, so what should you do about it?

Tackling questions of diversity may be hard, but Raj Tulsiani argues that it's essential for companies if they want to be relevant in the future.

Confusing price for value has led to a short-termist business culture, according to Dr Ruth Bender.

With cyber-crime hitting the headlines, it's time for tech-savvy non-executives to take note. Peter Swabey explores the big questions boards need to address.