This extract on cyber risk management is taken from The Good Governance Guide to Risk.

The Taskforce on Nature-related Financial Disclosures (TNFD) has published its recommendations, which aim to provide companies and financial institutions with a risk management and disclosure framework for nature-related issues.

Once criticised for its governance shortcomings, the London-based digital bank has transformed itself following scrutiny over its compliance practices and corporate culture.

In the wake of recent cyberattacks on high-street names such as M&S and Co-op, it’s increasingly clear that no organisation is safe from cybercrime. But while major retailers often have the resilience to absorb such crises, membership bodies and not-for-profit organisations face a far greater set of vulnerabilities.

This Halloween we examine two of the greatest horror movies of all time, to see how good practice governance could have helped to mitigate some of the worst fictional corporate disasters, as a bit of fun! While the examples are all fictional, there are certainly real-world lessons to be applied to these cases.

Risk is now a mainstream topic of conversation. In the past, risk was associated primarily with fast-moving innovative businesses (and with particular events such as product launches); but the UK’s risk landscape has changed radically in the last decade.

What are the key areas of risk upon which boards place the greatest of concern? In our latest Breaking down the Bellwether, we examine which risks are given the most attention in boardrooms.

In this blog, we will delve into the biggest risks associated with subsidiary governance and explore strategies for mitigating them.

Risk management is not the same as crisis management