Aerial top view container ships in export and import global business and logistic.

2026 Q2 Audit committee update

With disruption constant, audit committees must reassess risk, support resilience and oversee how AI and geopolitics impact performance.


In brief
  • Geopolitical instability, macro uncertainty and AI are redefining the operating environment and increasing pressure on resilience and reporting.
  • New AI models are reshaping the cybersecurity threat landscape, as the speed, scale and interdependence of risks challenge traditional oversight.
  • Audit committees are challenging assumptions, performance outlooks and whether responses remain aligned to strategy and reporting obligations.

Geopolitical instability; macroeconomic uncertainty; rapid advances in AI and cyber risk; and an evolving accounting, disclosure and regulatory agenda continue to redefine the operating environment. Together, these forces are increasing pressure on companies to strengthen resilience, preserve financial flexibility, and maintain confidence in reporting and governance.

Against this backdrop, audit committees play a critical role in helping management distinguish near-term disruption from longer-term structural change and in challenging whether responses remain aligned to strategy, risk appetite and reporting obligations.

 

This quarter, key areas of focus include the impact of geopolitical and macroeconomic shifts on assumptions and overall performance; the discipline around AI investment and value realization; the resilience of cyber and operational risk management; and readiness for new accounting and regulatory developments.

 

Risk management

Risk oversight is evolving rapidly in the face of economic uncertainty, geopolitical instability and accelerating technological disruption. For many companies, disruption is no longer episodic; it is an ongoing operating condition that requires boards and audit committees to distinguish between short-term shocks and longer-term structural change.

AI is emerging as a critical lever for growth, but it is also expanding the board’s risk lens beyond cyber to include data governance, model oversight, controllability of AI-enabled processes, workforce implications and changes to operating models. In response, leading companies are moving beyond traditional risk management approaches and embedding risk into strategic decision-making, with greater focus on structural dependencies across supply chains, technologies, third parties and critical markets.

These are the key risks, trends and considerations that boards and audit committees should prioritize for the upcoming quarter. Please download the full report for more details.

  • The conflict in the Middle East has pushed geopolitical risk even higher on the corporate agenda, yet companies are not responding as they did in prior crisis periods.
  • Macroeconomic volatility continues to elevate financial risks and sharpen scrutiny on returns from AI investments.
  • Technology risk is accelerating as leading-edge AI resets the speed of cyber discovery and exploitability.

Audit committees should broaden their view of leading risk indicators. In periods of sustained disruption, fatigue and breakdowns in information flow can signal weakening execution, deteriorations in culture and/or control discipline. Boards should consider whether they are receiving sufficiently direct and unfiltered insight from management, internal audit, compliance and other key functions to identify issues before they crystallize into larger risk events.

Financial reporting and internal controls

This quarter, audit committees are prioritizing how they navigate macroeconomic conditions and adapt to the shifting legislative and regulatory landscape. They are actively evaluating how ongoing economic uncertainty and changes in the business environment will impact financial reporting processes.

Key financial reporting developments to watch this quarter are highlighted below. Please download the full report for details.

  • New guidance from FASB on environmental credit programs
  • New guidance on paid-in-kind dividends on equity-classified preferred stock
  • Updates on tariff refunds and reminders on accounting considerations
  • New COSO guide on internal controls over GenAI

SEC rulemaking and other regulatory considerations

SEC Chairman Paul Atkins has framed the Commission’s plans for modernizing its rulebook around an advance, clarify and transform (A-C-T) strategy. The A-C-T strategy aims to advance by updating legacy regulatory frameworks to reflect how markets operate today; clarify the regulatory jurisdiction between the SEC and Commodity Futures Trading Commission (CFTC) to support innovation, particularly around crypto assets; and transform the Commission’s rulebook by streamlining requirements that call for or result in the disclosure of immaterial information. Consistent with this framing, Chair Atkins has emphasized plans to provide clearer pathways for innovative products to enter the market, signed a memorandum of understanding with the CFTC to align policymaking and collaborate on examinations and enforcement matters, and directed the SEC staff to revisit disclosure requirements using a materiality lens.

Chair Atkins has signaled an ambitious pace of rulemaking for this year and into 2027. In recent remarks, he said that the SEC will “probably have 30 proposals out this year” and expects “another 30” proposals next year.

The SEC recently issued proposals to give public companies the option of filing semiannual rather than quarterly interim reports; simplify the filer status framework and allow scaled disclosure for more companies; and enhance the registered offering process. Comments on these proposals are due in July. Additionally, the Commission has submitted several rule proposals to the White House for review, a new requirement for all independent regulatory agencies like the SEC under an executive order released last year. Two of those proposals aim to provide a safe harbor for crypto issuers seeking to raise capital and rescind the climate disclosure rules finalized by the previous Commission. These are expected to be proposed by the SEC for comment over the next several months.

The SEC also released its enforcement results from FY25, reporting 456 filed enforcement actions, down 22% from FY24 (the last full year under then-SEC Chair Gary Gensler). The release states that the Commission has refocused the enforcement program on offering fraud, market manipulation, insider trading and other cases that directly harm investors and the integrity of the US securities markets. In his statement in the accompanying press release, Chair Atkins said the results demonstrate a “course correction” in enforcement priorities, moving “from approaches that prioritized volume and record-setting penalties” toward a “renewed emphasis on holding individual wrongdoers accountable.”

Separately, the SEC named David Woodcock as the Director of the Division of Enforcement following Judge Margaret Ryan’s resignation in March. The agency also has created a new “SOX Group” within the Division of Enforcement to investigate and litigate matters involving potential violations of auditing and related professional standards and provisions of the Sarbanes-Oxley Act and other relevant federal securities laws.

Download the full report for more details including questions for audit committees to consider.


Reports from previous quarters

2026 Q1 audit committee update

2026 audit committee priorities

2025 Q3 audit committee update


Summary

Geopolitical instability, macroeconomic uncertainty and rapid advances in AI continue to reshape the operating environment. Audit committees are helping management distinguish short-term disruption from structural change while maintaining financial resilience and confidence in reporting. As AI adoption accelerates and regulatory expectations evolve, boards must sharpen oversight of performance, controls and governance in a more complex and continuous risk landscape.

About this article

Authors

Related articles

Inside the effective board: a guide to drive board performance

What sets effective boards apart today? EY research shows how information flow, culture and composition drive board performance.

Five ways boards can respond to investor expectations on AI

Investors want clearer AI governance. Learn five ways boards can strengthen AI oversight and investor communications.

How boards can lead in a world remade by AI

Learn how AI is reshaping business and how effective board oversight of AI can guide companies for what’s next.