This 11th issue of the Hawkamah Journal focuses on how companies and their boards can manage change through governance. The Journal features a number of articles tackling specific issues and dissecting what they mean for boards of directors.
Rapid shifts in global business demand place new challenges on boards .
Risk management used to be mainly about financial risk. Does the company have sufficient capital to underpin expansion or withstand commercial shock? Or is it sufficiently protected against financial fraud?
The digital economy is in full-flight: Disruptive technologies have created unprecedented opportunities for businesses. But it is those same opportunities, that also pose a threat.
After many years of debate, accentuated by the global financial crisis of 2008, questions arose about whether the binary pass/fail audit report remained fit for purpose and what could be done to indicate more clearly to investors the value of the audit a
We have to distinguish between three different categories of companies. One is listed companies which are controlled by a large number of shareholders. The second is private limited companies which mainly have a smaller number of shareholders or are gover
The proposed revisions to the UK Corporate Governance Code are calling for boards to be more active in overseeing company culture and employee engagement.
Boards across the world can learn from the way others evaluate risk. For insurers, a timely understanding is critical. Here two experts from one of the world’s foremost reinsurance companies explain how SwissRe scans the world for emerging risk and evalua
Before addressing the ‘how’, there is the need to reflect on the ‘why’. What does sustainability mean for our specific business, what is the business case, and do we have the requisite skills, knowledge and resources to address the issues effectively.
The role of the board and the company secretary in an era when companies are facing new systemic risks.