Relevant Topics

Investor relations takes on ESG

The rising prominence of ESG factors means that investor relations officers must be well versed in issues beyond financial metrics.

Under pressure: Maintaining a strong board/CEO relationship

Lead directors interviewed by the KPMG Board Leadership Center share their perspectives on fostering a strong board/CEO relationship.

Calibrating board operations during COVID-19

Five areas for boards to consider as they recalibrate their operations and oversight during COVID-19.

Sharpening the board’s oversight of human capital management

Directors must look beyond the C-suite when evaluating opportunities and risks associated with the firm’s human capital.

Looking to the future of long-term investing

Harvard Business School professor Victoria Ivashina discusses the outlook for private equity investing and the impact on governance and oversight.

The evolving compensation committee agenda

Compensation committees are playing a greater role in the oversight of a broad range of human capital management issues.

Directors Quarterly: April 2020

A board lens on navigating the pandemic, a view of the geopolitical landscape, and a financial reporting and auditing outlook for corporate directors.

The value of veterans in the boardroom

The KPMG Board Leadership Center explores the skills and experience that retired general and flag officers can bring to the boardroom.

Private company director resources for COVID-19

Resources and insights for private company owners and corporate directors amid the challenges presented by COVID-19.

The board view of supply chain risk and resiliency

Questions for directors to consider as they assess the company’s supply chain risk and resiliency in light of the outbreak of COVID-19.

A geopolitical lens from Eurasia Group (March 2020)

Ian Bremmer, president and founder of Eurasia Group, shares his views on the impact of the COVID-19 pandemic in a G-Zero world.

Navigating the pandemic: A board lens

Five key areas of focus to help boards in their oversight of the company’s COVID-19 response.

Potential impacts of coronavirus on SEC issuers

KPMG offers periodic disclosure considerations for companies in light of a recent public statement from the SEC chair regarding the impact of coronavirus.

Aligning near-term goals with long-term value

Highlights from KPMG’s Board Leadership Conference, including the economic and geopolitical outlook, climate risk, the board-CEO relationship, corporate purpose, artificial intelligence, fintech, cybersecurity, oversight of human capital management, and more.

Directors Quarterly: January 2020

Priorities for the board agenda in 2020, top issues for audit and nominating/governance committee focus, Bremmer’s outlook on geopolitics, insights on ESG from Bob Langert, and more.

Maintaining a high-value board-CEO relationship

Directors and CEOs share their views on how boards can help support their CEOs and management teams.

The women changing California boardrooms

A study by KPMG Board Leadership Center Senior Advisor Annalisa Barrett assesses the early impact of California’s board gender diversity mandate.

Eurasia Group’s top geopolitical risks for 2020

The top geopolitical risks for 2020, according to Eurasia Group. Updated March 2020.

Investor letters

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

Closing the gaps in portfolio company board effectiveness

Investors’ ability to assess strategy and operations at their portfolio companies is largely dependent upon the effectiveness of their portfolio company boards.

Four key economic factors for 2020

KPMG Senior Economist Kenneth Kim shares his view on the U.S. labor market, corporate debt, China, and the Fed.

On the 2020 private company board agenda

Drawing on insights from our work and interactions with public and private company directors and business leaders, we’ve highlighted seven items for private company boards to consider as they focus their 2020 agendas on the critical challenges at han

On the 2020 nom/gov committee agenda

Seven items for nom/gov committees to keep in mind as they consider and carry out their 2020 agendas.

On the 2020 board agenda

Eight items for boards to consider as they focus their 2020 agendas on the critical challenges at hand and on the road ahead.

On the 2020 audit committee agenda

Seven issues that audit committees should keep in mind as they consider and carry out their 2020 agendas.

Major shift or business as usual

The evolving role and purpose of the corporation in society—the focus of the recent Business Roundtable (BRT) statement—is an important topic for boards.

Why data governance should be part of board conversations

To help develop a more rigorous approach around data governance, we recommend three areas of board focus.

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 pitfalls of performance targets

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

The state of board gender diversity

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

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.

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.

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.

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.

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.

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.

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.

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.

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.