As with financial risk oversight, reputational risk thinking requires the continuous, systematic and proactive attention of the board.

There are patterns to business crises, meaning boards can anticipate reputation threats across the stages of company growth.

The billionaire investor is handing the reins to Greg Abel, after a long, strategic succession plan, based on value, culture and continuity.

Any foreign company wanting to make progress in the United States will need cast-iron strategies to protect its reputation.

Businesses looking overseas for innovative solutions to supply chain disruption need to be aware of the potential for ESG-related litigation.

The right policy and reporting channel for whistleblowing increases awareness and offers protection. But the board also has to listen.

The company has destroyed the trust of passengers and employees, and demonstrated the consequences of making decisions based only on cost.

An analysis of the effects of a wide variety of business scandals shows that only rarely is the effect as severe as we might imagine.

Many companies have acted in a compassionate manner since the pandemic began; others haven’t. Corporate purpose has made the difference.

Investors now expect firms to have a purpose that meets the needs of all stakeholders and delivers returns. It is a difficult equation to balance.