Journal: Governance Directions

Governance Institute members and subscribers receive a hard copy of our monthly journal, Governance Directions, as part of their Governance Institute membership or association.

Members and subscribers can access previous issues of the journal on our website by logging in.

Once logged in, you will see which articles are hyperlinked and, therefore, accessible.

Non-members cannot access current or previous issues of the journal online, but can access lists of published articles.

The journal has become a valuable medium for Governance Institute members to access and communicate with other industry practitioners and commentators in the fields of governance, law, risk management and administration. Moreover, the journal has fostered an active network of governance professionals who share knowledge and insights.

Title Article summary Date published
  • Climate-related risk now on ACSI’s radar
  • ASIC warns about scam emails
  • Call for volunteers in whistleblowing research project

Zilla Efrat speaks to John Buchanan about the importance of good governance in sports.

  • The members of an organisation’s board have individual and collective responsibility for the overall governance and guidance of that organisation.
  • Boards should periodically step back and evaluate how well they are meeting their responsibilities, supporting the organisation’s strategy and achieving both short-term and long-term goals.
  • A well-designed board evaluation based around key strategic questions, and possible involvement of an external evaluator, can play a critical role in ensuring continued growth and success for any organisation.
  • The terms ‘data’ and ‘information’ are often used interchangeably however they are not the same.
  • Information governance provides a strategic framework for organisations seeking to control data and information.
  • To derive value from information, companies need to invest in technology and systems that can be used to gain a competitive advantage and deliver benefits directly to the bottom line.
  • Why do board members often not receive the right risk-related information in a suitable format?
  • Board papers need to describe the risk context, and explain how the key documented risks were identified.
  • The emphasis on risk appetite and tolerance is currently being reflected in three distinct areas which need more attention: risk measurement criteria; risk appetite statements; and key risk and control indicators.

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