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Unknown risks aren’t an excuse
Most boards say they care about future risks. And to be fair, most directors genuinely do. They didn’t join boards to ...
by Steve Pell
How to deal with the government when everything goes wrong
There is a huge gulf between politics and business. As someone who’s lived in both worlds it sometimes feels like I’m ...
by Lindsay Tanner
Centro and technology disasters: When are directors liable?
Most Australian company directors are very aware of the Centro case. The case has very clear implications for how ...
by Russell Yardley
How COVID has changed work health and safety
Lockdown shone a spotlight on different ways of working, in particular remote working, and the work health and safety ...
by Diane Smith-Gander
The six most important steps for a board to take in a crisis
Over my career I’ve seen a number of short and long-term crises. Regardless of what started the crisis, how the board ...
by Launa Inman
10 questions for the board to ask on cybersecurity
Cybersecurity is a potential minefield of risk. Every company must be thinking about it, and every board needs to be ...
by Russell Yardley
When should business leaders speak out on social issues?
Employers must act on the issues that their employees care about. If companies want to build productive and sustainable ...
by Diane Smith-Gander56 questions for the board to ask in a crisis
To help boards who are confronting a crisis, we've published this comprehensive crisis management checklist. The ...
by Steve PellI don’t care if our project runs a little over time and over budget (as long as it delivers the benefits)
When monitoring change management or major project delivery, too many NEDs are primarily focused on the budget and ...
by Jane Hemstritch