South Africa is preparing to turn a new page in corporate governance. The Institute of Directors in South Africa (IoDSA) will tomorrow publish the final version of the long-awaited King V Code, marking the latest evolution of a framework that has shaped boardrooms and board thinking across the country, and far beyond, for nearly three decades.
The UK’s Financial Reporting Council (FRC) has published its final guidance to help organisations report under the UK Stewardship Code 2026, following stakeholder feedback on a draft version released in June.
The Australian Prudential Regulation Authority (APRA) has revised several of its proposed governance reforms following extensive industry consultation, signaling a more balanced approach to modernizing prudential standards for banks, insurers, and superannuation trustees.
The Financial Reporting Council (FRC) has published a fresh look into the state of UK audit quality, a mix of warning signs and bright spots drawn from inspections across the twelve largest audit firms.
When Delaware’s Chancery Court reminds directors that they have a fiduciary duty to oversee mission critical risks, it’s diagnosing a deeper governance disease, not just offering abstract legal theory.
In my recent post, the central question was posed with disarming clarity. If mission critical objectives (MCOs) define the very survival and long-term performance of an organization, why don’t regulators require boards to focus their oversight on them? It seems like the most direct way to strengthen governance.If boards were explicitly tasked with monitoring risks to MCOs, they would naturally direct management, risk teams, and internal auditors to align their assessments and reporting accordingly. Instead, regulators continue to emphasize processes and disclosures that often miss the mark, leaving businesses exposed and stakeholders carrying the weight of failures that cumulatively amount to staggering losses.
In my previous piece, Why Boards Still Don’t Ask the Hard Questions About Mission-Critical Risk, I explored why so few boards demand reporting on the risks and uncertainties that threaten an organization’s most important objectives. Like that piece, this one began with a social media post that sparked a strong reaction, because it points to a governance reality many know but rarely admit.