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.

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.

Environmental, social and governance (ESG) risks are rising to the top of progressive board agendas. Why are these risks gaining attention? How can you enhance your board’s awareness and oversight to reduce risk and capitalise on new ESG opportunities?

Companies are dealing with an avalanche of new compliance rules and requirements at an ever-increasing speed, and they must understand the costs of getting it both right and wrong.

The UK government has drafted regulations to hold large UK-listed companies to account for the pay gap between executives and their average employees.

Australia’s largest bank receives AU$700m fine for failings on money laundering regulation, thought to be the biggest civil penalty ever imposed in Australia.

Research shows that 85% of firms in Europe and the US were not ready for the new data protection regulation by the May deadline, with a quarter confessing they would not be compliant even by the end of the year.

Have current codes of practice significantly improved corporate governance around the world? If not, then it may be time to review the case for enforced compliance.

What began as a response to corporate scandal, corporate governance is making great strides in driving leadership accountability in Europe—but it’s still a work in progress, with views and policies differing considerably.

A revision of the UK’s Corporate Governance Code is out for consultation. Will it bring a halt to corporate scandal, and does it promise a bigger, broader objective?