type Director duties date 26/02/26 Boardroom Premium Driving risk: a governance blind spot Fatigue and distraction remain leading causes of serious work-related harm. The question is whether boards actively oversee the risk. Health and safety
type Climate date 26/02/26 From awareness to influence: governing climate and nature risk Markets are already pricing climate risk and boards need to govern accordingly. Climate change
type Climate date 26/02/26 Stormwater must not fall through the cracks Stormwater is not just pipes and pumps. It is risk oversight, resilience investment and long-term value protection. Climate change
type Climate date 26/02/26 Gas risk is now a boardroom issue The economics of gas is changing. Boards need clarity on timing, risk and options. Climate change
type Climate date 24/02/26 From climate solutions to governance action Voices in Kiwis in Climate underline a clear message: climate is now inseparable from strategy and long-term resilience. Climate change
type Board practices date 23/02/26 What decisions are we comfortable delegating to machines? Rei Ishikawa MInstD urges boards to focus on real problems, not just technology, and ensure tech choices reflect organisational values. AI
type Board practices date 20/02/26 When pressure grows, double down on purpose Boards should respond to stakeholder pressure by reaffirming their organisational purpose, according to our latest Pulse Check of members. Stakeholders
type Board practices date 19/02/26 Boardroom Premium Cyber breaches happen – but governance choices matter With no functioning board at the time of the cybersecurity incident, Manage My Health prompts reflection on accountability and oversight. Cyber security
type Article date 18/02/26 Boardroom Premium Corruption warning lights are flashing – boards must respond A sustained decline in New Zealand’s corruption perception score calls for stronger integrity oversight. Ethics
type Leadership date 18/02/26 When shareholders vote against directors, they are voting on trust Director elections are becoming a referendum on leadership credibility, oversight and long-term stewardship. Shareholders
type Board practices date 17/02/26 Boardroom Premium Problem solvers, not decision-makers: the advisory board distinction Governance is shifting from a single table to a connected system. Board-management relationship
type Board practices date 17/02/26 Modern slavery legislation arrives: directors come into scope Passive disclosure is ending. The new regime proposes enforceable reporting and personal accountability for directors. Human rights
type Director duties date 16/02/26 OPINION IMHO: The risk of risk aversion We should not tolerate dishonest or careless corporate behaviour, but good risk judgement is about taking risk, not avoiding it.
type Sectors & perspectives date 16/02/26 ‘What’s happening globally is already landing in our boardrooms’ Global political shifts are no longer distant. Lisa Tumahai CNZM, MInstD reflects on vigilance, risk and opportunity in a changing world. Māori governance
type Leadership date 13/02/26 Boardroom Premium King Salmon directors fall in latest Boardroom Table rankings Mark Dewdney MInstD and Paul Munro drop after a shortened eight-month reporting period and sea farm pressures. NZX Reporting
type Sectors & perspectives date 13/02/26 Leading with language and respect How directors can build authentic partnerships with Māori – through culture, care and the long arc of rematriation. Māori governance
type Board practices date 11/02/26 Boardroom Premium Learning as a governance responsibility Directors don’t know what they don’t know. That’s why learning must be deliberate and continuous at the board table. Leadership
type Leadership date 10/02/26 Aligned, not entangled: The quiet partnership that shapes governance from the to... The chair-chief executive dynamic sets the tone. Rob Facer CMInstD shares what helps it thrive – and what gets in the way. Board-management relationship Chairing
type My governance playlist date 09/02/26 Boardroom Premium My Governance Playlist – Dr Jess Keepa MInstD Governance decisions are never neutral. Dr Jess Keepa MInstD reflects on power, wellbeing and who boards are really accountable to. My governance playlist
type Sectors & perspectives date 09/02/26 Why boards must rethink what growth means In the primary sector, growth is no longer about producing more. Jessie Chan MNZM, CFInstD urges boards to govern for long-term value.
