Advice for anyone considering joining a board on how to create a due diligence process to ensure that you have confidence in the company, and will be well suited to it.

This guidance note proposes outline terms of reference for the risk committee of a company seeking to comply fully with the UK governance requirements.

Ethical behavior is important for all organisations. It is good governance for boards and senior management to demonstrate a commitment to the lawful, ethical and responsible use of AI and AI applications in their organisation and the behaviour of their people in the deployment of AI.

In the absence of effective regulation, boards and senior management should consider how they can effectively govern the lawful, ethical and responsible use of AI and AI applications in their organisations and by their employees.

This paper seeks to outline the rise of environmental, social (or sustainability1) and governance factors (ESG) in the commercial sector and explain how they will become increasingly relevant to modern charities. It covers the drive behind the increasing use of ESG factors in investment decisions, reputational risks, environmental awareness amongst consumers and clients and the need to attract talent with different motivations to work.

This guidance note is written for those charities with established boards of trustees which employ a senior management team and delegate significant, specific functions.

This guidance will help academy trust boards to build their own board assurance framework and, once in place, to assess whether it continues to be effective.

The charity sector has seen increasing calls for individual trustees on boards to be appointed to lead on specific aspects of a charity’s activities in response to adverse reports – whether it be safeguarding, staff welfare, digital or fundraising. The concept of a ‘lead’ or 'link’ is not new, as it could, for example, be argued that the honorary position of treasurer makes that person the lead trustee on finance.