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.

Aligning the goals of employees, managers and the board creates a productive and efficient corporate environment.

The board has a pivotal role in steering a company through climate change, with resilience, innovation and long-term value to play for.

We need to ensure that regulations do not inappropriately reduce a board’s ability to take decisions in the best interests of the company.

By nurturing innovation in their organisations, boards can hit the ground running to negotiate the ESG challenges ahead.

We asked key figures what would help boards this year. The answers ranged from ‘smarter blockchain tech’ to ‘a cool head over executive pay’.

As regulation increases, innovation suffers—but a diverse, savvy board can promote a corporate culture open to change.

The FRC has been considering what cutting-edge corporate reporting looks like—and it involves virtual and augmented reality.

Report says VR and AR could play “a useful role in supporting and building understanding about a company, its business model and operations”.

Research suggests large companies need two layers of AI governance if they are not only to supervise its use but also exploit its advantages.