Understanding macroeconomic trends is essential for bank boards, particularly in an environment where policy signals, inflation trajectories, interest rate cycles, and global market volatility can have direct implications on credit demand, capital flows, and asset quality
With expanding mandates鈥攆rom talent strategy to executive pay and succession planning鈥擭RCs 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 鈥� it calls for foresight, proactiveness, and agility
Good Reads
In today鈥檚 hypercompetitive and rapidly evolving business landscape, Customer Experience (CX) has emerged as a critical differentiator and a cornerstone of sustainable value creation
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
听
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听
Point of view documents
Our recent publication, 'Embracing governance in the age of social media: A playbook for boards', offers practical strategies to help directors oversee digital risk, respond effectively during crises, and build long-term resilience.
In the evolving landscape of corporate governance, the conversation around diversity on boards has shifted from a box-ticking exercise to a strategic imperative. The term 鈥榙iversity鈥� is often discussed but seldom dissected in boardrooms
Our publication 鈥楨levating boards: The strategic role of NRCs in corporate governance鈥� offers insights from our engagements with leading boards and seasoned directors
The performance matrix emerges as a pivotal tool, ensuring that executives鈥� actions are in harmony with the long-term goals of the organisation
Boardroom questions
In an era of increasing complexity and scrutiny, corporate governance is not just about compliance but about building trust across a company鈥檚 entire stakeholder ecosystem
In an era of increasing complexity and scrutiny, corporate governance is not just about compliance
The challenge of spearheading innovation is transforming corporate governance. In an era marked by rapid technological advancements, evolving consumer preferences, and increasing regulatory scrutiny
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
An Audit Committee (AC) can expect its company鈥檚 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 鈥楳idyear observations on the board agenda鈥�, 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.
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
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鈥檚 strategic goals.
Globalisationhas made the world borderless and interconnected 鈥攁 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.
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.
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 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.
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.
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.
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.
An Audit Committee (AC) can expect its company鈥檚 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
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.
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-脿-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.
With increased expectations on an organisation鈥檚ESG 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.
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鈥檚 employees and its leadership team are at the fulcrum of achieving ESG goals and objectives.
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 鈥� 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?
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 鈥楻isk Agenda鈥�.
