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As disruption and the unexpected have become the norm in many industries, clarity is needed around framing the boardroom risk conversation.
In 2009, in the wake of the great financial crisis, the National Association of Corporate Directors (NACD) published a report on the board’s risk governance process, recommending five risk categories for boards to differentiate risks for discussion…
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The global COVID-19 pandemic is a different experience from other catastrophic events like the September 11, 2001 attacks and the 2007-2008 global financial crisis. It is spawning new thinking in all quarters, especially in boardrooms.
It’s been several weeks since coronavirus disease 2019 (COVID-19) truly captured everyone’s attention across the globe. But with new developments almost hourly,…
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The discussion below is a more complete coverage, including examples, of the topic addressed in Issue 127 of Board Perspectives: Risk Oversight and on NACD/BoardTalk.The global COVID-19 pandemic is a different experience from other catastrophic events like the September 11, 2001 attacks and the 2007-2008 global financial crisis. It is spawning new thinking in all quarters,…
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As companies emerge from lockdowns marked by unprecedented change and begin to look forward, boards should continue to ask the right questions.
As countries across the globe emerge from lockdown, discussions tailored to the evolving marketplace and issues around employee health and safety are needed in the boardroom. While the specifics will vary depending on the circumstances, we pose 10…
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Like all major employers, insurance companies are dealing with operational and workforce disruptions, as millions of their employees – adjusters, actuaries, underwriters, and risk and loss control managers, as well as analysts, as examples – adapt to a remote work environment.
The industry’s policyholder surplus, invested funds set aside by insurers to pay claims, is under pressure as asset…
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This issue of The Bulletin is the second of our two-part discussion of the challenge in finding equilibrium in these uncertain times. In Part 1, we discussed the attributes and actions needed to find equilibrium in the likely phased transition from the coronavirus disease 2019 (COVID-19) lockdown.[1] Given that a period of ongoing change will follow the lockdown, equilibrium means…
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In a crisis, clear thinking is needed in the boardroom. The unprecedented nature of the COVID-19 pandemic has set in motion one of the most abrupt disruptions in decades, leaving organisations reeling with uncertainty as fear spreads faster than the virus itself.
The Coronavirus Disease 2019 (COVID-19) crisis could very well present the ultimate test of resiliency — for leading companies in…
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Data proliferation and data privacy regulatory activity across the globe have created the need for focused boardroom discussions.
While cybersecurity continues to be an issue for boards, a more targeted focus on data privacy is increasingly necessary to ensure compliance across a rapidly expanding number of privacy regulations. Privacy risk represents a unique challenge driven by the volume and…
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Michael Brauneis, Financial Services Industry Lead and Managing Director, Protiviti, sits down with Joe Seidel, Chief Operating Officer of SIFMA, to explore climate stress testing for banks.
Executive Viewpoints is a special series from SIFMA's 2021 Annual Meeting featuring insightful conversations about the trends and innovations shaping our capital markets. Watch them all at sifma.org/annual.
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Informed organisations in all industries are establishing carbon emissions reduction and net-zero carbon emissions targets. Directors’ conversations on strategy have an important role in businesses’ energy transformations.
Energy consumption is a priority. The introduction of renewables continues as costs decline. The percentage of electricity consumed through non-fossil fuel sources — solar,…
