Boardroom | IoD New Zealand

type: Digital
date: 23/01/26

Boardroom Premium

Your new recruit brings their digital twin: the next governance frontier

Your new recruit brings their digital twin: the next governance frontier

As digital co-workers arrive alongside humans, boards must consider the implications for value, risk, culture and the future of governance.

type: Board practices
date: 23/01/26

Boardroom Premium

Sir Rob McLeod leads Sanford surge in Boardroom Table rankings

Sir Rob McLeod leads Sanford surge in Boardroom Table rankings

Chair jumps 11 places amid record results as three directors enter the top 20 and primary sector boards evolve ahead of record exports.

type: Board practices
date: 23/01/26

Boardroom Premium

When the numbers smile and the projects frown: restoring oversight

Long term contracts need hard evidence. Boards must trace claims from project files to accounts and test them against facts.

type: Boardroom confidential
date: 22/01/26

Boardroom Premium

Are we there yet? What AI is really asking of boards

Boards aren’t asking for an AI strategy – they’re trying to make uncertainty feel familiar.

type: IMHO
date: 14/01/26

OPINION

IMHO: Why asset governance belongs in the boardroom

As pressures grow, directors need clearer oversight of the decisions and systems that support long-term value, resilience and services.

type: Board practices
date: 22/01/26

Boardroom Premium

Trust, trade and turbulence: what boards must govern for now

Trust, trade and turbulence: what boards must govern for now

In a low-confidence economy, trust underpins trade resilience, workforce stability and long-term performance for New Zealand organisations.

type: Director duties
date: 16/01/26

Managing conflicts of interest: we all need to lift our game

Declaring a conflict is only the first step. Boards must ensure conflicts are properly recorded, actively managed and transparent.

type: Setting the table
date: 21/01/26

Boardroom Premium

Working for gingernuts: Should not-for-profit boards be paid?

Not-for-profit directors face rising legal risk and governance demands – often unpaid. Is working for purpose (and biscuits) still enough?

type: Climate
date: 22/01/26

Global risks 2026: why waiting is no longer a governance option

Global risks 2026: why waiting is no longer a governance option

As geoeconomic confrontation escalates, climate risk is slipping down agendas. Boards face hard trade-offs with long-term consequences.

type: Board practices
date: 12/01/26

Ethics at the edge: a new framework for leadership in the boardroom

Ethics at the edge: a new framework for leadership in the boardroom

Boards are full of smart people. So why is doing the right thing often the hardest part?

type: IMHO
date: 20/01/26

OPINION

Boardroom Premium

IMHO: Embrace boardroom conflict through psychological safety

IMHO: Embrace boardroom conflict through psychological safety

Conflict in boards and leadership teams is often avoided, but new research shows how leaders can harness disagreement productively.

type: IMHO
date: 15/01/26

OPINION

Boardroom Premium

IMHO: Should you be using advisory boards more?

IMHO: Should you be using advisory boards more?

More than a sounding board – advisory boards offer strategic insight without formal governance burden.

type: Sectors & perspectives
date: 28/11/25

KPMG

Family business governance: the backbone of sustainable growth

Family business governance: the backbone of sustainable growth

Strong governance empowers business families to plan ahead, navigate complexity, and protect both commercial and personal legacies.

Family business
From our sponsors
Succession Planning

type: Board practices
date: 14/11/25

MARSH

When familiar risks become blind spots

When familiar risks become blind spots

Chartered Members join Marsh to explore key risks where directors may be underestimating the speed, complexity or convergence of change.

From our sponsors

type: Climate
date: 14/11/25

ASB

Don’t centralise sustainability – embed it: Michael Kobori at Chapter Zero

Don’t centralise sustainability – embed it: Michael Kobori at Chapter Zero

At Chapter Zero NZ’s final 2025 event, global corporate sustainability leader Michael Kobori shared lessons from Levi’s and Starbucks.

From our sponsors
Leadership
Sustainability

type: Board practices
date: 14/11/25

DENTONS

Employee ownership trusts: a potential solution for family business succession

Employee ownership trusts: a potential solution for family business succession

EOTs can help ensure the long-term prosperity of our SMEs.

Family business
From our sponsors
Succession Planning

type: Board practices
date: 14/11/25

HSE GLOBAL

The strategic value of business continuity in the boardroom

The strategic value of business continuity in the boardroom

Boards must take a strategic view – shifting the question from ‘How would we respond?’ to ‘How can we anticipate?’

From our sponsors

type: Climate
date: 14/11/25

ANTHEM

Muted voices: how greenhushing and media cuts stall climate conversations

Muted voices: how greenhushing and media cuts stall climate conversations

As boards and media go quiet on climate, directors must find new ways to communicate sustainability with clarity and credibility.

Climate change
From our sponsors
Reporting

type: Digital
date: 14/11/25

KORDIA

Cyber security is a governance challenge, not just a technical one

Cyber security is a governance challenge, not just a technical one

Preparation beats documentation. The best responses come from boards that have practised.

Crisis management
Cyber security
From our sponsors

type: Digital
date: 14/11/25

KPMG

Data and AI governance: building trust in a digital future

Data and AI governance: building trust in a digital future

A clear, future-fit framework is essential for managing AI risk, enabling innovation, and earning a social licence to operate.

AI
From our sponsors