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.

Given the escalating regulation and potential personal accountability around cyber security, now may be the right time to set up a committee dedicated cyber risk management.

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.

Our Good Governance Guide to Risk offers complete coverage of this dense, wide-ranging topic and will make sure that you are managing and controlling risk effectively.

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

A panel session at Governance 2024 highlighted that risk management is not the same as risk avoidance.