The board's role in board composition, diversity, dynamics, effectiveness and more.
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.
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.
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.
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.
Lead directors are focusing on board composition and diversity, and enhancing board operations and oversight processes.
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.
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
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.
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?
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
Effective evaluations provide a pathway for boards, committees, and individual directors to objectively assess their strengths and weaknesses and implement plans for continuous improvement.
Conflicting views aren't always counterproductive and, in fact, can contribute to an engaging and robust discussion.
For all its focus on the business and the marketplace, the board itself can be vulnerable to its own blind spot: boardroom culture.
From strategic growth opportunities and supply chain risks, to managing an extended global organization and ensuring regulatory compliance in far corners of the world, the challenges of globalization increasingly call for international perspective on the board.
Internal audit is no longer limited to financial reporting and compliance risks.
How a company manages environmental and social issues—and connects these activities with strategy—are important signals to investors of how well the company is run and its long-term financial sustainability.
Highlights and insights from the 2017 Audit Committee Issues Conference in Boca Raton include Going the Distance, a recap of the conference’s main sessions, including keynote addresses and panel discussions, and Risk Just Got Riskier, detailing key points shared by directors in the accompanying peer exchanges.
The Report of the NACD Blue Ribbon Commission on Building the Strategic-Asset Board lays out a roadmap that directors of any organization can use to develop a continuous-improvement plan to keep their board’s skill sets and processes in tune with the organization’s current and future needs.
How does a director successfully govern a family business as both the family and the business evolve? It’s a critical question and an ongoing challenge for every family-run company, and one that Joseph Kanfer, the chair and CEO of GOJO Industries, and his daughter Marcella Kanfer Rolnick, who serves as vice chair, are intensely focused on.
An interview with Bill McCracken, former chairman and CEO of CA Technologies, on the increasing expectations for directors and how they can more effectively carry out their duties
Communication and transparency help shareholders connect strategy and capital allocation, according to a recent roundtable of directors and investors convened by NACD and KPMG in San Francisco.
Given the growing importance to companies of technology and balancing innovation and risk, the board’s agenda and commitment of resources with respect to innovation and technology must keep pace, writes KPMG’s Nancy Calderon.
A report by the WomenCorporateDirectors Foundation and the KPMG Board Leadership Center, exploring how corporate boards can guide companies into the future while governing for the present.
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?
The findings—based on responses from more than 4,000 directors from 60 countries—offer a snapshot of what they think about the economy, risk, board strengths and weaknesses, and diversity in the boardroom.
While studies show that the relationship between diversity and financial performance has not been convincingly established, there is some basis for believing that diversity can improve decision making and enhance a corporation’s public image, according to an article from The Conference Board.
In this edition of Global Boardroom Insights, seasoned directors and risk professionals from the around the world share their thoughts on how boards are strengthening their oversight of risk—particularly in the context of strategy.
Strong governance is key to succession planning for family-owned businesses.
In this issue of Global Boardroom Insights, KPMG’s Audit Committee Institute asked audit committee chairs around the world for their views on the audit committee’s workload.
Family-owned companies can be greatly enhanced by self-imposed professional governance standards.
Audit committee effectiveness clearly hinges on some fundamentals, including the right committee composition and dynamics; an up-to-date charter with well-defined responsibilities; a risk-based approach to setting the committee's agenda; an understanding of current and emerging issues; and proactive, engaged oversight beyond the boardroom.
Often dominated by founders, families, business partners and direct investors, private company boards tend to have deep knowledge of and passion for the business, but may lack the independence, expertise, and objectivity required to clearly see and effectively respond to new risks and opportunities.
Key elements of a governance structure will vary depending on the size, complexity and maturity of the company -- and where it is in its life cycle.