Mercer Super, one of Australia’s largest superannuation funds, is facing fresh legal trouble after the corporate regulator accused it of a pattern of systemic failures, the kind that can quietly erode trust in a sector meant to safeguard Australians’ retirement savings.
If there’s one thing regulators don’t like, it’s being ignored. And in Hong Kong, if you try to duck the calls of the market watchdogs, they’ll make sure everyone knows.
The European Banking Authority (EBA) has launched a public consultation on proposed revisions to its Guidelines on internal governance under the Capital Requirements Directive (CRD), reflecting recent legislative changes and evolving supervisory priorities. The consultation, which runs until 5 October 2025, is limited to the proposed amendments and invites feedback from stakeholders across the financial sector.
South Korea’s Financial Services Commission (FSC) recently announced that all companies listed on the Korea Composite Stock Price Index (KOSPI) will be required to submit corporate governance reports starting in 2026.
In this article, Tim Leech expands on a recent post he shared in the LinkedIn discussion group Objective Centric Risk & Uncertainty Management to explore a fundamental, and often overlooked, question in modern governance: Do boards actually agree on their purpose? Drawing on decades of research and a collaborative analysis with ChatGPT, Leech argues that the staggering cost of governance failures may stem from one core issue, there is no consensus on the very purpose of corporate governance itself.
In this article, Norman Marks explores the absence of a formal US corporate governance code, unlike those adopted in other countries such as the UK, Japan, and South Africa. Marks discusses the newly introduced COSO Corporate Governance Framework, a collaboration with the National Association of Corporate Directors (NACD) and PwC, designed to guide organizations in enhancing their governance practices. While the framework offers valuable principles across six key components, Marks highlights its limitations, particularly its lack of enforceable authority and depth compared to a full-fledged governance code. This piece delves into the implications of the framework and raises important questions about the need for a US corporate governance code.
On May 15, 2025, the Eight Chairs, a group representing the national corporate governance committees of Belgium, France, Germany, Italy, the Netherlands, Spain, Sweden, and the United Kingdom, gathered to discuss the evolving landscape of corporate governance across Europe. Their goal was clear: to reinforce the importance of sound governance as a foundation for long-term value creation, particularly during these challenging economic and geopolitical times.