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With technology clearly a material driver of change, boards of larger companies are trending toward a more strategic focus on technology. Should your board be a part of that trend?Why it matters: The board community has been acknowledging the speed of disruptive innovation, largely driven by emerging technologies.
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Global research indicates that companies in North America are less committed to environmental, social and governance (ESG) engagement than those in Europe and Asia-Pacific. What steps should boards seeking to improve their ESG engagement take?
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In these disruptive times, how should boards discharge their duty of care and duty of oversight with respect to risk when the models to follow aren’t clear? Is the board’s risk oversight process fit for purpose in today’s dynamic environment?
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The Internal Audit (IA) function, as the Third Line of Defence, has an important role to play in not only overseeing the risks and controls within the operations of an organization, but also effectively safeguard its Corporate Governance framework and meet the Board’s expectations.
The expectations of the Board and other stakeholders on the IA function have increased multi fold over t
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The big picture: Innovative culture, speed to market, customer focus and organisational agility are mainstays in boardroom conversations about innovation. However, these discussions should also address technological roadblocks to realising innovation initiatives.
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The session featured expert panelists discussing how the Board and the Audit committees expect the Internal Audit functions to continue to provide positive assurance on several key items which may include, but not limited to strategic, process, technology, financial reporting, and regulatory risks.
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Protiviti’s recent webinar was attended by over 250 participants, including Board & Audit Committee Members, Chief Audit Executives, C-suite executives and other Management levels across different industries in the MENA region.
