With coronavirus demonstrating the potential impact of existential threats, is the introduction of an audited resilience statement enough to encourage boards to prepare for and stress-test worst case scenarios?
So what role can (and should) the company secretary play in tackling the climate crisis?
From ongoing environmental, social and governance issues, to uncertain decision-making, here are five predictions for challenges boards will need to address in 2020.
The long-awaited probe into the IT crisis, that left 2m TSB customers without access to their current accounts, highlights key governance failings.
Environmental degradation is now the risk that defines our age. As the need to accelerate progress to a low carbon economy mounts, there are three things boards can do to prepare.
Murray Steele, experienced chairman, NED and Programme Director for the FT Non-Executive Diploma, guest blogs on supporting NEDs to challenge the board to become more effective.
It’s not just corporate failures creating a backlash against executive pay. With the public and shareholders demanding a ‘culture of fairness’ we look at three things boards need to consider.
In the wake of the large-scale failures of firms such as Carillion and BHS, the government is under pressure to crack down on ‘reckless’ directors.
Even if a wholly owned subsidiary only differs from its parent company on occasion, it matters than it can think and act in its own interests.
Every negative trend needs a point of crisis to drive real change. Could the productivity crisis be the tipping point needed to smash the glass ceiling?
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