Boardroom | IoD New Zealand

type: Board practices
date: 17/02/26

Modern slavery legislation arrives: directors come into scope

Modern slavery legislation arrives: directors come into scope

Passive disclosure is ending. The new regime proposes enforceable reporting and personal accountability for directors.

type: Board practices
date: 17/02/26

Boardroom Premium

Problem solvers, not decision-makers: the advisory board distinction

Problem solvers, not decision-makers: the advisory board distinction

Governance is shifting from a single table to a connected system.

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: 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.

type: Board practices
date: 05/02/26

Boardroom Premium

Warbirds over Wānaka: holding the flight path on governance

Warbirds over Wānaka: holding the flight path on governance

Good governance is not about avoiding politics, but about disciplined decision-making anchored in mandate, purpose and statutory duty.

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.

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.

type: Board practices
date: 11/02/26

Boardroom Premium

Learning as a governance responsibility

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.

type: Board practices
date: 05/02/26

Boardroom Premium

Abstaining in the boardroom: myth or governance reality?

Abstaining in the boardroom: myth or governance reality?

Saying “I abstain” rarely removes responsibility. Directors must dissent or step aside to avoid being treated as supporting a decision.

type: IMHO
date: 03/02/26

OPINION

Boardroom Premium

IMHO: Why strategic latency is the boardroom’s greatest risk

IMHO: Why strategic latency is the boardroom’s greatest risk

By the time many boards approve a strategy, the assumptions behind it are already under strain. That lag is becoming a governance risk.

type: Sectors & perspectives
date: 09/02/26

Why boards must rethink what growth means

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.

type: Board practices
date: 02/02/26

KORDIA

Get cyber smart now

Get cyber smart now

Stakeholders now view ineffective response to a cyber incident as evidence of governance and management failure.

Cyber security
From our sponsors

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.

Climate change
From our sponsors
Leadership

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