Relevant Topics

It’s time to reassess ESG and sustainability reporting

The BLC’s Dennis Whalen writes about increasing stakeholder demands for more transparent, higher quality ESG reporting.

Getting strategic on environmental, social, and governance issues

In a Q&A with the KPMG Board Leadership Center, Bob Langert, former vice president for Sustainability at McDonald’s, offered insights for directors and management on addressing ESG issues.

Latino representation on Fortune 1000 boards

KPMG and the Latino Corporate Directors Association examine Latino representation in the boardrooms of U.S. corporations.

A geopolitical lens: October 2019

Eurasia Group’s Ian Bremmer analyzes current geopolitical trends and what they mean for companies and boards.

What is your company’s engagement strategy?

As companies prepare for their 2020 annual meetings, shareholder engagement and communication should be top of mind.

The state of board gender diversity

Susan Angele and Annalisa Barrett look at the current state of gender diversity on corporate boards.

The pitfalls of performance targets

While performance targets are powerful tools in driving the right culture, they can also pose major risks.

Q3 2019 Focus: Financial reporting and auditing update

This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.

Reassess engagement plans amid corporate purpose debate

Board Leadership Center senior advisor Stephen L. Brown looks at the implications for investor engagement in light of the Business Roundtable’s revised statement on corporate purpose.

Should your board include a CHRO?

Board Leadership Center Senior Advisor Annalisa Barrett evaluates the case for adding a director with human resources experience to the board.

Directors Quarterly: October 2019

Bremmer’s view on geopolitics, crisis prevention and readiness, the board approach to emerging technology risk and opportunity, reconsidering shareholder engagement in light of the debate on corporate purpose, and more.

Annual stewardship reports: Takeaways for boards

Following the 2019 proxy season, the world’s largest asset managers shared the results of their engagements on corporate strategy, board composition, risk oversight, and compensation and culture.

The board approach to emerging technology risk and opportunity

How the board can understand and help shape the technology conversation was the focus of our recent Board Leadership Center Webcast featuring Dr. Cheemin Bo-Linn, president and CEO at Peritus Partners and corporate director at BMC Stock Holdings, and Timothy Zanni, global and U.S. technology sector leader for KPMG LLP.

Crisis prevention and readiness

Insights from board and business leaders on assessing crisis readiness and response plans and steps for enhancing line of sight.

Defining ESG metrics that matter for private equity portfolio companies

While the impact on private company boards, management, operations, and disclosure varies—and largely dependent on ownership—a shift is apparent in how institutional investors are directing capital and increasing expectations for private company reporting on ESG.

Is the U.S. public market still attractive?

SEC roundtable explores short-termism and the role of periodic reporting

Environmental and social concerns dominate proxy season

Reflections on some of the issues that shareholders asked boards to address in 2019 and the outlook for next proxy season

Q2 2019 Focus: Financial reporting and auditing update

This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.

A geopolitical lens: July 2019

Eurasia Group’s Ian Bremmer analyzes current geopolitical trends and what they mean for companies and boards.

Make time for robust strategy discussions

Allocating time to strategy discussions is essential, but it is just the first hurdle in getting the strategy process right.

The role of culture in crisis prevention

A group of seasoned directors shares their views on what “good” culture looks like in the context of crisis prevention.

Directors Quarterly: July 2019

In this edition: geopolitics, transformational technologies, proxy trends, investor coalitions, audit committee concerns, board diversity, and a financial reporting and auditing update.

Keeping pace with disruptive risk, digital transformation

Audit committee members continue to express confidence in their oversight of core responsibilities. Yet, it’s clear that technological innovation, digital disruption, and the complexity of business are sharpening the focus on risk management and the internal control environment.

Diversity in the boardroom: Pushing forward, reaching back

The 2019 WCD Thought Leadership Commission report assesses the state of board diversity globally and provides practical recommendations based on the wisdom and experience of corporate board members.

Keeping pace with disruptive risk, digital transformation

Technological innovation, digital disruption, and the complexity of business are sharpening the focus on risk management and the internal control environment.

Top cyber security considerations in 2019

As cyber security efforts evolve to become an integral part of broader risk management, here are six issues for boards to consider.

Directors Quarterly: April 2019

In this edition: board engagement in strategy, highlights from our Board Leadership conference, voting in proxy fights, and more.

Perfecting the Boardroom Presentation: A Q&A With KPMG’s Stephen Brown

Financial executives give many presentations throughout their careers. But the board presentation is perhaps the most high-stakes.

The portfolio company lead director

The private equity portfolio company lead director can be key to building board agendas, serving as a mentor to the CEO, and leading oversight of strategy development and execution.

Voting in proxy fights

Boards should understand how the technical rules governing proxy cards—and the candidates who may be listed on them—operate in practice.

How lead directors can facilitate board engagement on strategy

Insights from lead directors and independent chairs on how they facilitate board engagement in the strategy process.

Facilitating the board’s engagement in strategy

Lead directors are uniquely positioned to create the right level of engagement and facilitate quality boardroom discussions on strategy.

Battlefield to Boardroom

The two-day program covered topics ranging from the role and responsibilities of corporate directors and board members’ fiduciary duties to more complex issues related to the oversight of strategy, risk, and cybersecurity; committees; and board/shareholder engagement.

Prepared to weather a potential economic downturn (or recession)?

In the current environment, boards will want to frame their agendas to help ensure their companies are prepared for a potential economic downturn—possibly a severe one. Dennis Whalen, leader of the KPMG Board Leadership Center, offers key areas of focus for boards to consider.

2019 Economic outlook

Highlights from our January Webcast discussion with Leo Abruzzese, the Economist Intelligence Unit’s Global Director of Public Policy.

Leading with agility and purpose

Insights and highlights from the 2019 KPMG Board Leadership Conference, including the economic and geopolitical outlook; the CEO perspective; board engagement in strategy; technology, digital disruption, data risk, and privacy; long-term performance; shareholder versus stakeholder primacy; talent, diversity, culture, the workforce of the future; and hot topics for board committees.

Q4 2018 focus: Financial reporting and audit update

This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.

Investor letters

Recent letters to executives and directors from the world’s largest asset managers.

Eurasia Group’s top geopolitical risks for 2019

The top geopolitical risks for 2019, according to Eurasia Group, include the sowing of “bad seeds” for the future, the ongoing trade showdown between China and the United States, an increasingly challenging cyber battle, European populism, and several country-specific developments.

The ESG journey: Lessons from the boardroom and C-suite

To build on our work in ESG, strategy and the long view, the Board Leadership Center interviewed directors and officers of major corporations, including Morgan Stanley, Tyson Foods, Ford Motor, Microsoft, Mars, and Whirlpool, among others.

Directors Quarterly: January 2019

A look at critical issues for board agendas, areas for audit committee focus, insights on integrating environmental, social, and governance issues into strategy, and more.

On the 2019 private company board agenda

Drawing on insights from our work and interactions with directors and business leaders over the past 12 months, we’ve highlighted seven items for boards of private companies to consider as they focus their 2019 agendas on the critical challenges at hand and on the road ahead.

Navigating disruptive risk

Dedicating time to think about the future is vital to navigating disruptive risks.

On the 2019 board agenda

Seven items for boards to consider as they focus their 2019 agendas on the critical challenges at hand and on the road ahead.

On the 2019 audit committee agenda

Seven items for audit committees to keep in mind as they consider and carry out their 2019 agendas.

On the 2019 nom/gov agenda

Expectations for greater transparency about the board’s efforts to continually raise its game and help position the company for the future are putting the nom/gov committee squarely in the spotlight. Here are six items for nom/gov committees to consider as they focus their 2019 agendas.

Leveraging internal audit

Many boards and audit committees are turning to internal audit to help them better understand and assess the company’s culture.

Championing successful CEO succession

Independent lead directors and independent chairs play a pivotal role in helping ensure their boards are ready for a CEO change.

Connecting geopolitics, markets, and strategy

Ian Bremmer, president and founder of Eurasia Group, shared his views on how boards should evaluate geopolitical risks and their impact on the business.

Q3 2018 focus: Financial reporting and audit update

This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.

Directors Quarterly: October 2018

In this edition, we looked at trends in board leadership, two emerging areas of focus for lead directors, how young and growing companies may benefit from using a matrix for board building, and more.

Matrix thinking

For young and growing companies, particularly those backed by venture capital funds, board building is often more informal and less strategic. Yet a long-term approach to building a strong board as the company grows can make a difference.

Sharpening risk oversight in the #MeToo era

The audit committee should add a #MeToo lens to its role in assisting the board in monitoring compliance.

How lead directors are helping their boards keep pace

Lead directors are focusing on board composition and diversity, and enhancing board operations and oversight processes.

Preparing for the 2019 proxy season

The Board Leadership Center’s Dennis T. Whalen offers two key areas for board focus as companies prepare for the 2019 proxy season.

Board leadership

Companies and investors continue to grapple with what constitutes the optimal leadership structure for boards.

Tax reform: Key areas for audit committee focus

In the absence of timely guidance from the government, tax and finance departments will face a number of challenges in preparing the company’s remaining interim and year-end financial statements and tax return filings.

Board oversight of corporate culture

Highlights and takeaways from KPMG’s Director Roundtable Series, which explored how boards can take a more proactive approach to understanding, shaping, and assessing corporate culture.

Lessons from the 2018 proxy season

Observations of the current climate for shareholder engagement, proxy voting and disclosure trends, shifts in board composition, and institutional shareholder concerns.

One share, one vote—or not?

The super-voting stock creates a disconnect between economic interest and voting power, and the holders of super-voting stock are typically able to control the board and all major decisions.

Data rich and regulation wary

Consumer data is a valuable asset for most organizations looking to extend their customer reach and competitive advantage

Diversifying portfolio company boards

With concentrated ownership and less public scrutiny, diversifying the composition of private-equity portfolio company boards is a sig­nificant challenge, yet opportuni­ties to change are just as abundant for these firms as they are public company boards.

What boards can expect as iGen joins the workforce

Just when boards and management think they have finally figured out how to accommodate millennials as employees and customers, along comes iGen to reverse many millennial trends.

Directors Quarterly: July 2018

The July 2018 edition of Directors Quarterly.

Decision-making in the visionary boardroom

Board-level attention to the foundations of decision-making can help give companies an edge in today’s complex and competitive business environment.

Quorum Out Leadership’s LGBT+ Board Diversity Guidelines

Quorum, Out Leadership’s initiative to increase LGBT+ representation on corporate boards, has created Board Diversity Guidelines with recommendations for companies on how to amend their corporate governance language

Virtual shareholder meetings: The latest flashpoint in the governance wars

Virtual-only annual meetings—shareholder meetings held solely online, rather than at a physical location—have become the latest flashpoint in the governance wars.

Gauging corporate culture

The #MeToo movement and headlines announcing sexual harassment scandals and allegations have rightly put the topic of corporate culture front and center in the boardroom.

Getting ahead of sexual harassment risk

Discussion about board oversight of sexual harassment issues often comes up only after public allegations have thrown the company into crisis.

Making sense of A Sense of Purpose

As head of the world’s largest asset manager, Fink made clear BlackRock’s expectation for a new model of shareholder engagement, “that strengthens and deepens communication between shareholders and the companies that they own.”

Board’s-eye view of data and analytics

Given their oversight roles, how can boards and audit committees help ensure that the company is getting the appropriate insights from data and analytics while taking the necessary precautions to protect the company, its employees, customers, and others?

SEC cybersecurity guidance: Takeaways for boards

Amid increasing cyber threats and recent massive breaches, the SEC issued interpretive guidance on cybersecurity disclosures that applies to public companies registered with the Commission

Navigating uncertainty: The long view

It’s clear that, as the business and risk environment becomes more complex, the board’s ability to prioritize and devote enough time to substantive issues becomes more challenging

2018 global economic outlook

Wavering U.S. policy could dampen existing trade relationships and sour some reliable partners. Directors and executives who tuned in the for the Webcast appeared to agree with his observation

Getting a start-up CFO up to speed

For a CFO of a new start-up company, this is a time of tremendous opportunity. Roles and responsibilities are being formalized, processes and controls are being implemented, and cultures and capabilities are being transformed.

Accounting for growth

As an increasing number of firms are driven by intangible, knowledge-based assets and are more frequently funded through private investors, accounting choices are expected to play a more significant role in a company’s success.

On the 2018 investor agenda

Reflecting on the events of 2017 and recent conversations with members of the institutional investor community, several high-level themes related to board operations and board leadership on environmental, social, and governance (ESG) issues are likely to be top of mind for investors this year.

Diversifying diversity

Given the fast pace and complexity of the business environment, it is critically important that the board include the right mix of skill sets and perspectives to help guide the company’s strategy and oversee risk.

Connecting the dots: Cybersecurity in the boardroom

The ongoing threat of cyber attacks has put cyber risk near the top of board and audit committee agendas.

Eurasia group’s top geopolitical risks for 2018

This year’s list is impacted by an acceleration of declining U.S. influence in the world and “concerns about the prospects of a geopolitical depression

2017 AICPA conference on SEC and PCAOB developments

KPMG’s report from the 2017 AICPA Conference on Current SEC and PCAOB Developments includes a discussion of the regulatory priorities of new SEC leadership, insight on ongoing implementation efforts and preparation for new accounting standards, and expectations for disclosure and auditing in the future.

The new mindset in cyber security: The board lens

Has the cyber risk and security conversation in the boardroom kept pace with the business? Better yet, does the board have the assurance that operations, technology, and risk management are communicating on cyber expectations and priorities?

Gauging corporate culture

In our survey report, directors, senior management, and internal auditors share views on how they assess and monitor corporate culture.

Connecting geopolitics, markets, and strategy

Eurasia Group’s Ian Bremmer shared his insight on geopolitics and business on our KPMG/NACD Quarterly Webcast.

Focus on board composition

Board composition is in the spotlight. The business environment is fast-paced and complex, making it imperative that companies have the right people in the boardroom helping to guide strategy and oversee risk.

Talking talent and disruption in the motor city

The roundtable focused on the implications of automation for the board and audit committee; the promise and potential threat of artificial intelligence; and how government, business, and educators must work as one to reskill workers.

Expediting the CEO assessment

Given the expected five- to seven-year holding period for portfolio companies, boards may be able to avoid having to make a switch in two years by being more proactive in assessing the CEO early in the ownership period.

Three questions boards should ask about the governance team

Today, many directors are engaging directly with shareholders on a variety of issues—especially when the company is dealing with a crisis. How is the board engaging with the CEO regarding the company’s governance team?

ESG, strategy, and the long view

From our perspective, many of these issues fall under the broad rubric of environmental, social, and governance (ESG), from climate change impacts and worker safety to workplace diversity, executive compensation, and board composition.

Boards assess impact of Trump administration agenda

The KPMG Board Leadership Center Spring Director Roundtable Series gathered insights from nearly 600 directors and senior executives across 16 cities.

Diversifying portfolio company boards

Diversifying the composition of private-equity portfolio company boards is a significant challenge, yet opportunties to change are just as abundant for these firms as they are public company boards.

Engagement, activism expected to increase for 2018 proxy season

Talk and action on deregulation in Washington aren’t likely to slow investors’ momentum on environmental, social, and governance (ESG) issues, according to results from the most recent proxy season

Room for improvement on evaluations

An ongoing focus by investors on director quality and qualifications since the financial crisis has compelled boards to consider greater transparency on issues such as board composition, tenure, term limits, and diversity.

Spotlight on director-investor engagement

Given heightened investor expectations for transparency in governance and oversight, having a well-executed plan for communicating the company’s story and gauging investor sentiment on key issues is critical.

Enhancing board, committee, and director evaluations

Effective evaluations provide a pathway for boards, committees, and individual directors to objectively assess their strengths and weaknesses and implement plans for continuous improvement.

Building a foundation for growth: Governance in investor-owned private companies

In collaboration with the KPMG Board Leadership Center, the National Association of Corporate Directors has produced Building a Foundation for Growth: Governance in Investor-Owned Private Companies.

Joining A visionary board

Political and regulatory pressure, combined with significant investor concern, is elevating climate change and its associated issues for boardroom consideration.

Executive pay issues trending in the boardroom

Shareholders, regulators, and the media have a laser-like focus on CEO compensation packages. In this environment, it’s important that boards understand the issues that are at the center of the compensation debate.

Climate competence in the boardroom

Investors are concentrating on what companies are doing—and disclosing—about the potential impact of climate-related risks on business models and operations, leading to calls for climate-competent boards.

Why good governance attracts investors

In a start-up climate that is becoming more attuned to company culture, many venture investors we work with say that a working knowledge of corporate governance for early-stage company founders is a critical factor for funding negotiations