The overarching message is that company law and governance codes are all very well, but incentive structures, agency problems and cultural considerations can be huge obstacles to effective risk management – especially when, as in the financial crisis, the
Most people believe that an internal auditor’s function is the most important tool available to the board of directors in the control environment. In reality, it is often the chief financial officer’s continuous presence and proactive stance that shapes t
This article explores the board’s role in overseeing non-financial risk and examines whether audit committees can take on non-financial risk oversight and whether there is a risk that the audit’s committee’s core work on financial risk would be lost.
She talked to Peter Montagnon about the contribution audit committees make to boards and corporate governance.
IT Governance is an integral part of enterprise governance. As a subset discipline of corporate governance, it focuses on information technology (IT) systems and their performance as well as risk management.
This article is intended to stimulate a constructive discussion around the boardroom table on the value that independent board members might bring. The approach of this article is not academic, but rather it aims to provoke the reader to think, question
The strategic options chosen by enterprises shape their risk profiles, which would also be influenced by their chosen markets and operating environment. In the past few years, VUCA, which stands for Vulnerability, Uncertainty, Complexity and Ambiguity, ha
The Boards of Directors of organisations continue to face increasing accountability for ensuring their organisations are effectively managing risk.