Addressing geopolitical risks with strategic foresight

Strategy - Where to play and how to win?

As the Russian-Ukraine conflict unfolds, companies have had to move quickly to ensure the safety of their employees, while girding themselves for the economic impacts and operational disruption to come. Many companies are now re-evaluating their businesses in Russia, with some curtailing their operations there or deciding to leave entirely.

Blockchain or Distributed Ledger Technology (DLT) is seen as a revolutionary new technology that possess the power to discover new opportunities, while enabling trust, streamlined data reconciliation, immutability and transparency.

Every organization faces different kinds of risks. Whilst a few of these risks could be minor, others could be severely destructive. Amidst the current pandemic, various events and incidents have forced organizations to contemplate and rethink the ‘Risk Agenda’.

Boardroom questions on fourth industrial revolution

Boardroom question on workforce reorgination in the post covid-19 era

Boardroom questions on unpublished price sensitive information

Boardroom questions on disruptive technologies

Business responsibility and sustainability reporting

Boardroom questions - Digital transformation as a ‘Connected Enterprise’

Twin timing, moonlighting: blight or alright?

Succession planning

Environmental, Social and Governance (ESG)

Global impetus on the evolution of ESG has not only accelerated in the last few decades but transformed within a short span of time in strategies and mandates adopted by organisations. Stakeholders now demand to enhance ESG maturity by internalizing ESG linked processes.

Fluctuating economic conditions, volatile geopolitical environment, increased stakeholder expectations, emerging risks, and, also opportunities – business environment cannot be more uncertain, yet exciting. In this context, what is the role of the board, specifically, how effectively are the boards and board members, discharging their roles and responsibilities?

To compete in this new reality, businesses need to rethink customer experience (CX) in a connected and digital world.

Investors are acting: Is your board ready for 2022?

Boardroom Question on Future workforce

As we enter the new financial year, the role of corporate boards in driving ESG excellence continues to evolve

With expanding mandates—from talent strategy to executive pay and succession planning—NRCs must navigate shifting priorities with precision

As the year 2025 dawns, businesses find themselves at the crossroads of innovation and instability and the landscape ahead demands more than just preparedness – it calls for foresight, proactiveness, and agility. Boards are no longer just stewards of governance; they are architects of resilience and sustainability in a world where the pace of change is relentless.

An Audit Committee (AC) can expect its company’s financial reporting, compliance, risk, and internal control environment to be put to the test in 2025 by an array of challenges that have grown and intensified over the past year.

The corporate governance landscape is evolving at an unprecedented pace, shaped by regulatory developments, investor expectations, digital risks, and the growing emphasis on ESG and board diversity.

In our latest publication ‘Midyear observations on the board agenda’, we highlight pressing issues and pivotal insights to guide board agendas through this complex, evolving environment.

In today's digital age, organisations face an unprecedented array of cyber threats, ranging from sophisticated cyberattacks to data breaches and ransomware incidents.

In current times, expectations of management and boards continue to increase significantly as companies contend with uncertainty and disruption as well as demands for increased transparency amid new regulations and heightened stakeholder expectations around climate change, cybersecurity, human capital management (HCM), artificial intelligence (AI) among other issues.

As the global momentum towards sustainable business practices continues to grow, it has become imperative

Ahead of the curve: Board’s strategic preparation for risks in 2024

As we approach the year 2024, enterprises find themselves confronted with unparalleled disruptions

On the 2024 bank board agenda

On the audit committee agenda 2024

We hear from many directors that there is not necessarily one committee that has oversight responsibility for generative AI. Rather, given its strategic importance, oversight is often a responsibility for the full board.

On the 2023 ESG Agenda

As the risks continue to evolve, risk committees and risk leaders need to assess each risk based on its likelihood, severity and impact and formulate multiple solutions (tailored to each specific risk) to meet organisation’s strategic goals.

Globalisationhas made the world borderless and interconnected —a reality made only too evident by the disruption to global supply chains brought on by the pandemic.To create lasting relationships with customers (whether B2B or B2C), organisationsmust establish and maintain digital trust.

On the nomination and remuneration committee agenda 2023

Midyear observations - on the board agenda

The document provides an overview of the major regulatory updates introduced in Q3 of FY 2024-25.

The challenge of spearheading innovation is transforming corporate governance. In an era marked by rapid technological advancements, evolving consumer preferences, and increasing regulatory scrutiny; it is increasingly pertinent for the boards to include innovation on their agenda, such that they can provide their critical input and oversight to the executives.

With an aim to enhance fraud risk management systems and framework in Regulated Entities (REs), on 15 July 2024, the Reserve Bank of India (RBI) has issued the following revised Master Directions on Fraud Risk Management 

With an aim to enhance fraud risk management systems and framework in Regulated Entities (REs), on 15 July 2024, the Reserve Bank of India (RBI) has issued the following revised Master Directions on Fraud Risk Management 

Boardroom Briefing: RBI’s new guidelines on strengthening fraud risk management

The document provides an overview of the major regulatory updates introduced in Q2 of FY 2024-25.

Achieving Audit Quality Excellence – Key considerations for Audit Committees’

Corporate Governance in Brazil and India: A regulatory contrast’

The document provides an overview of the major regulatory updates introduced in Q1 of FY 2024-25.

Achieving Audit Quality Excellence – Key considerations for Audit Committees’

Corporate Governance in Brazil and India: A regulatory contrast’

The document provides an overview of the major regulatory updates introduced in Q1 of FY 2024-25.

Artificial Intelligence: An enabler or a double-edged sword?

Keeping in mind the increasing roles and responsibilities; decision-making powers vested in them; length of their tenures; and succession planning; finding the right person for the job and ensuring the right mix and composition of board members is fundamental.

Role of NRC in standardising board practices in private and start-up organisations

Cyber Trust Insights

According to the survey, boardrooms in India are more focused on increasing gender diversity along with diversity in experience, skill and nationality to foster innovation and creativity.

Role played by the lead independent director

Corporate Governance in Brazil and India: A regulatory contrast’

As we enter 2024, Indian banks stand on a solid foundation compared to their global counterparts, boasting ample capital, robust earnings. Stable interest rates, robust GDP, and declining inflation are expected to positively impact banking business. The interconnectedness between the banking and the Non-Banking Financial Companies (NBFCs) remains a matter of regulatory focus and exposure management. The Indian financial sector is also witnessing significant innovation and transformation such as Central Bank Digital Currency (CBDC), payment infrastructure, regulatory sandbox, etc.

The science behind why people commit financial deception.

Foundations of governance: Building a solid framework for start-ups and investing partners’

Beyond numbers: The strategic imperative of an age-balanced board

The task of recruiting a board member can be as easy or as demanding, depending on the quality of talent that the company intends to induct. The Nomination and Remuneration Committee (NRC) can play a pivotal role in shaping the leadership dynamics of an organisation, and that includes its board of directors.

Corporate Governance in India and the UK: A regulatory contrast

Beyond the boardroom: The role of a chairperson

The role of an audit committee (AC) is of paramount importance, considering the need for robust corporate governance. It acts as a vigilant ombudsman, tirelessly monitoring the financial reporting process, internal controls, and risk management practices of companies.

Rapid technological change, business model disruption, geopolitical uncertainty, and investor demands to hold CEOs and boards more accountable for performance, put strain on the board/CEO relationship.

Building ESG trust with stakeholders

The performance matrix emerges as a pivotal tool, ensuring that executives’ actions are in harmony with the long-term goals of the organisation.

Understanding materiality from the audit committee and auditors’ lens’

Stakeholder activism – Audit committee considerations

NRC’s Sphere of Influence: Should informal workforce be a part of it?

Personal risk management for audit committee members

Focusing on technology enablement, ESG, global expansion, and skill building have become paramount for organisations across sectors. To be successful in these areas, companies must hire and retain exceptional leaders who are highly skilled, possess a visionary mindset, and a high degree of ownership.

To standardise and measure the ‘S’ in ESG more holistically, various tools and concepts have emerged to assist corporates.

Conduct risk and its bigger impact: Navigating through the risk of misconduct

Cyber security considerations

In the recent years, the discussion, and debate, around the levels of Executive Compensation has started to become more frequent. Specifically, we are witnessing more informal conversations on the exponential increase in executive compensation, vis-à-vis median employee compensation

The evolving environmental, social, and governance (ESG) landscape is stimulated by recent technological disruptions, unprecedented health crisis, mounting social disparities, and global climate crisis.

Impact of technology on the finance and the internal audit functions

Discusses key areas of focus for an audit committee members relating to whistle blower and investigations.

Risks arising from big technology companies

With increased expectations on an organisation’sESG progress, stakeholders are also demanding accountability from Boards. The connection between organisationalpurpose as well as ESG and employee engagement continues to strengthen its proposition in order to drive value generated outcomes for organisationsacross industries

While the linkage between executive remuneration and business performance is well established, balancing the expectations of the executives and shareholders is easier said than done.

Related party transactions - Insights related to the implementation of increased audit committee responsibilities’

Environment, Social and Governance (ESG) factors have been at the forefront of the rise in social inequalities and unprecedented global climate and health crisis. With an increase in human capital centric metrics, it is becoming evident that a company’s employees and its leadership team are at the fulcrum of achieving ESG goals and objectives.