The Effective Board

The Effective Board: Revisiting Risk

After a rather long gestation the revisions to the Code on Corporate Governance have just come out.A lot of it (alongside the remuneration-related bits) is about the linkage of going concern to uncertainty and risk –and pushing boards to look more at risks to achieving short-and long-term strategic objectives.The changes are beefed up with new Guidance on risk management, internal control and reporting (and we’ll all have to get out of the habit of referring to “Turnbull”).It’s tempting to think “there’s not much change” andjust the odd tweak is needed.
But boards should see this as an opportunity to rethink what they’re doing around risk and internal control.That’s a big topic –more than we can cover here (but we’d be very happy to discuss).We’re not covering all of them, but here are a few thoughts on how the changes might impact boards and audit (risk) committees.

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The Effective Board: Chair role and skills
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Helping you get it right

For us, good governance is about good performance.

Yes, compliance matters.  But our work is about helping you make sure your organisation…is led effectively by a board that adds value…is kept under control through risk management and assurance frameworks that meet your needs…and is “doing the right thing”.