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Recently issued supplemental draft guidance is designed to help organisations apply enterprise risk management (ERM) principles to environmental, social, and governance (ESG)-related risks.
What keeps corporate directors awake at night? Advances that could upend a successful business model, rapidly shifting global economies, and cyberattacks, to name a few.
Corporate boards’ scope of responsibilities continues to broaden, and directors’ confidence that they have what it takes to tackle the challenges is lagging.
The EY Center for Board Matters and the WomenCorporateDirectors Foundation list six change factors boards should focus on to help them address technological advances, geopolitical developments, and a changing workforce.
Board members take their role in crisis management very seriously, but how capable their companies actually are of managing a real-life crisis may be less clear, a global Deloitte survey suggests.
A lack of time devoted to strategy, insufficient or inadequate information, and pressure to produce short-term results are among the factors hindering boards of directors, according to a survey report.
Corporate boards and their members can encounter challenges that make it difficult to effectively monitor management, but these barriers are not insurmountable.
