Five questions on exercising risk oversight
Boards of directors are working hard to define and fulfill their risk governance and risk oversight roles and responsibilities. The changing economic, business, competitive, and regulatory landscapes ensure that this work will continually evolve, so staying abreast (or ahead) of developments is the order of the day. Within that context, and given competing responsibilities, boards need to direct their risk oversight efforts toward the most productive areas and assist management in ways that most benefit shareholders and other stakeholders.
This edition of Risk Angles features an interview with Stephen Alogna, Director, Deloitte & Touche LLP in the United States, regarding ways in which boards of directors can sharpen their focus on risk. Also, we take a closer look at global practices regarding board-level risk committees with Dan Konigsburg, Managing Director of the Deloitte Global Center for Corporate Governance, Deloitte Touche Tohmatsu Limited.
This Risk Angle answers the following questions
- What key risk areas should boards be focused on right now?
- What structures can assist the board in exercising risk oversight?
- How can the board enhance risk culture?
- What do boards need to know about risk management maturity?
- How can the board help stakeholders understand the organization’s risk story?