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.

‘The board should account for material sustainability risks’, says the wealth fund, ‘and social consequences of its products’.

Companies including Netflix and Apple faced proposals on artificial intelligence, with shareholder interest ‘expected to grow’.

Recent failures in corporate governance raise questions about boards’ approaches to identifying and managing risk.

As ‘geoeconomics’ moves into the forefront of corporate risk awareness, the effects are being felt at company level.

As boards gird their loins to prepare for updated UK corporate governance requirements from 2026, there’s good news too.

A cyber-attack on your organisation is guaranteed, so it’s time to think ‘when’, not ‘if’, and be prepared from the top down.

A focus on sustainability is a constant in the face of rapidly emerging corporate priorities, explains Diligent’s chief executive.

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

Networking continues to be a key route to non-executive board roles, but there are other avenues well worth exploring.