Corporate Governance in Luxembourg
Framing the future of Corporate Governance: Resources, Insights and Perspectives.
With today’s heightened awareness of the need for anticipating and managing risks in an ever more dynamic and uncertain environment, boards, audit, risk and compliance committees and C-suite executives are striving to better understand the broadest range of their actual or potential risk exposures and the effectiveness of their governance, risk, and compliance infrastructure.
Contact the Deloitte Luxembourg Corporate Governance Center today for your privileged and easy access to a wealth of information.
For those interested in the topic of corporate governance, these are dynamic times. The events of the past decade have led to the publication of a mountain of articles and research reports focusing on different aspects of governance, such as the role of the board, executive compensation, strategic oversight, and so on.
However, many boards of directors still struggle with several fundamental questions, including:
- What is the role of the board in the company's corporate governance program?
- Exactly what should we be doing in the critical areas of oversight such as strategy and risk?
Designed to ease this frustration, the Deloitte Governance Framework offers an end-to-end view of corporate governance and forms the basis for the tools that help boards and executives quickly identify potential opportunities to improve both effectiveness and efficiency.
Underlying all the elements of the Framework is the corporate governance infrastructure. Governance infrastructure is the aggregation of governance operating models – the people, processes, and technologies – that executive management has put in place to govern the day-to-day activities of the company, as well as the processes used to accumulate information and report it to the board and external stakeholders.
The top half of the Framework highlights areas of the governance system where the responsibility of the board is typically heightened.
In keeping with the tenets of the Deloitte Risk Intelligence methodologies, the oversight of risk and culture form the core of the Framework. Risk Intelligence is at the center of an effective framework for corporate governance – and it lays the foundation for everything the board and management do to properly govern the organization.
Governance and risk management remain some of the most compelling issues of our time and are firmly at the top of the agenda.
This is not only the result of it being one of the most prominent features of the regulatory landscape in many industries, but is also simply because the crisis has shown that conventional risk management and risk oversight have failed in the modern world where risks (e.g. disruptive technological shifts, cyber-crime, economic trends and evolving business models, regulatory sanctions, instantaneous global communications through social media, etc.) strike with a much greater impact and at a much higher speed of onset than in the past.
As we all know, there is no way to completely shield an organisation from the world’s uncertainty and turmoil. However, there is what we at Deloitte call a ‘Risk-Intelligent’ path. There are also ways to enhance value and manage risks that enable better decision-making and therefore maximise the likelihood of resilience and sustainable success. Read Inside Magazine for more information about:
- The changing world of strategic risk
- Aligning risk and the pursuit of shareholder value - Risk transformation in financial institutions
- Corporate governance trends and challenges for board members
- Setting a higher bar for risk management - Global financial institutions increase risk management focus and resources
- Governance, Risk and Compliance (GRC) software - Business needs and market trends
- The pith and marrow of risk appetite
- Risk management within AIFMD for private equity and real estate funds
- Internal audit - Trends and challenges
- Internal audit in an AIFMD world
- Single Supervisory Mechanism - Trends and challenges
- Strategic balance-sheet management - The quest for performance
- Basel III - Principles for effective risk data aggregation and risk reporting
- IT implications for Basel III & CRD IV
- The European regulatory agenda on payments is driving major industry change
- Cyber security - Time for a new paradigm