While it is usually management which designs and implements the organisation’s risk management framework, it is the Board’s role to ensure the soundness and usability of the framework for which it is ultimately responsible for. It is no different when it comes to risk management for information technology (IT). Boards
What does a Board do? The Board of Directors’ responsibilities include delivering effective leadership, developing strategy and giving proper direction to the organisation so that it operates successfully, within all legal, regulatory and compliance bounds, and is able to deliver value to its shareholders. But in today’s dynamic, volatile corporate
Oversight, a critical function performed by Boards, is a component of good corporate governance, and is necessary to ensure that policies, plans, programmes and projects achieve the desired results, and comply with rules, regulations and ethical standards. In the course of exercising oversight, the Board usually ensures that due diligence
With the latest version of the Malaysian Code of Corporate Governance (MCCG 2021), the focus of corporate governance has shifted more concertedly to the aspect of CARE. This was evident from the previous iteration of the Code but the sharper focus of MCCG 2021 is intended to build stakeholder confidence.
In an unfortunate turn of events, one of Europe’s most established banks – indeed, a survivor of two World Wars and the fallout of the Great American Depression – became a victim, in 1995, through its lack of oversight of its own staff. But it wasn’t exclusively the lack of
Do Boards today actually guide the organisations for which they are responsible, or is it the blind leading the blind? Who are the people who are supposed to be responsible for corporate performance – and therefore, corporate governance – and what does it take to be a Board member? Corporate
Corporate governance: it’s what the Board is primarily in charge of. That which gives the organisation its direction. It essentially encompasses the core of the firm, covering its structure, relationships with shareholders and stakeholders, and its performance. But while the corporate governance framework, which is founded on legal and regulatory
When it comes to corporate governance, opinions differ. It has, of course, become a prerequisite to listing but who really owns it, within the corporate context? Ordinarily, the answer to that is “The Board” but realistically speaking, do Board members have the time and ability to make sure that everything