The job of a board is to protect shareholders’ interests. But because AI is so fundamentally disruptive (strategically, operationally, and competitively), the board has an obligation to its shareholders to drive and oversee the change. To keep your company as relevant tomorrow as it is today, the time is now for your entire board to become AI-conversant.
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On October 26th, the Canadian Public Accountability Board (CPAB), the Office of the Superintendent of Financial Institutions (OSFI) and the Canadian Securities Administrators (CSA) co-hosted the Canadian Audit Quality Roundtable in Toronto.
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In an economic era underpinned by concurrent crises, critiques of ESG have emerged that position environmental, social and governance provisions as luxuries.
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Investors are backing the U.S. Securities and Exchange Commission’s (SEC) proposal for Scope 3 value chain emissions reporting from companies, saying that it provides them with key information to assess company risk, according to SEC Chair Gary Gensler’s comments in a forum discussion at the U.S. Chamber of Commerce.
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From the trading floor to the back-office, capital market participants are leveraging diverse AI systems to do things faster, better, cheaper by streamlining complex tasks, optimizing processes and uncovering hidden insights and trends, all while learning and refining their capabilities. At the same time, the disruptive nature of AI has raised important questions about the role of regulation and governance in managing risks and the potential for malicious use.
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Reporting issuers eager to consolidate their financial statements, Management’s Discussion & Analysis (MD&A) and Annual Information Form (AIF) into a single document have longer to wait.
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