Sustainable investing didn’t creep into finance. It arrived quickly and with confidence. Within a few years, ESG funds were everywhere across Europe. Asset managers updated their brochures. Sustainability teams grew. Climate language moved from the margins of annual reports to the front page of marketing decks. At first, most people welcomed it. More transparency. More responsibility. More long-term thinking. But then the awkward questions started to surface. Investors began

If you speak to directors privately, not during the official meeting but afterwards, over coffee or in the corridor, you’ll hear something interesting. It’s not panic. It’s not even fear. It’s uncertainty. Not the usual kind. Not the “markets are volatile” kind. Boards have handled that for decades. This is different. The uncertainty now is about understanding what exactly they are responsible for in a world that keeps rewriting the rules. The key issues for boards in 2026 ar

Over the last twenty years, activist investors have become a regular feature of corporate life. It’s no longer unusual to see a hedge fund take a stake in a company, push for change, and eventually secure a seat on the board. In many markets, this has become part of the normal rhythm of governance rather than an exceptional event. When activist directors enter a boardroom, markets often react quickly. Share prices frequently rise around the announcement of an activist campaig

The future of shareholder voting in 2026 is defined by one clear shift: investor engagement is becoming more active, more digital, and more continuous. What used to be a once-a-year voting ritual is now an ongoing conversation between companies and their shareholders. Boards are being questioned more closely. Institutional investors are building in-house voting systems. Retail investors are participating through digital platforms. And technology — especially AI — is changing

For Many Years, Governance in India Meant Regulatory Compliance For several decades, corporate governance in India was mainly viewed as a legal duty. When disclosures were submitted, board committees formed and independent directors appointed according to law, organisations were considered properly governed. Governance was equal to following rules — Companies Act provisions, listing norms and formal procedures. That period was important. It introduced structure, accountabilit

Introduction: When Governance Breaks, Outside Supervision Begins In many corporate scandals, there comes a stage where authorities feel that internal correction is not enough anymore. At that point, an external corporate monitor is appointed. When internal control systems collapse, outside supervision enters. Corporate monitorships are often seen as punishment or legal penalty. But actually, they function as governance reform mechanisms. An independent monitor is selected to

Climate risk is no longer being considered only from a theoretical perspective by the global banking industry; it has now become a critical regulatory priority. ECB climate risk enforcement is a clear example of how financial regulators are actively integrating climate considerations into supervisory frameworks, making them essential to risk management practices. In Europe, the European Central Bank (ECB) has unequivocally confirmed that climate governance expectations are n

Dubai, UAE – 13 February 2026 – At a time when boardrooms across the Gulf are undergoing their most significant governance overhaul in a generation, a room full of Dubai's senior business leaders gathered for an unusual proposition: not to learn how to lead, but to find out if they are ready to govern. What is a Board Readiness Seminar, and why does it matter in the GCC? A Board Readiness Seminar is a structured governance assessment event designed to help senior executives

Boards have a funny way of making you feel like nothing ever changes, until suddenly it does. One day, it’s just another quarterly meeting. Next, you realise the world outside the boardroom has raced ahead—new tech, stricter rules, louder voices demanding accountability. And there you are, trying to catch up. The boards that survive 2026 won’t be the ones that stick to old routines. They’ll be the ones asking questions no one’s comfortable answering yet—about risk, about peop