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Bringing employee perspectives into the boardroom

Amid employee activism and shareholder proposals seeking employee representation in the boardroom, questions to consider in reassessing how employee input is elevated to the board.

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Insight

Near- and longer-term challenges of COVID-19

Director views on the implications of COVID-19 for board oversight and business operations, strategy, and priorities.

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Seismic events put strategy, resilience, social responsibility to the test

COVID-19, deep-seated social unrest, and a global recession pose unprecedented challenges for companies and boards.

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Leading the board on ESG

Lead directors play a role in guiding discussions on environmental, social and governance issues, corporate purpose, and the implications for their companies.

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The Compensation Committee’s Evolving Agenda

Considerations for compensation committees as they extend their oversight responsibilities to include human capital management and social issues.

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Recovery, new reality put strategy to the test

Preparing for a recovery and weighing the longer-term implications of COVID-19 are moving front and center in boardroom discussions.

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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.

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Calibrating board operations during COVID-19

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

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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.

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Board oversight of human capital management

Compensation committees and boards are paying greater attention to human resources issues, as workplace issues such as diversity, culture, and talent strategy become a greater focus of investors.

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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.

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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.

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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.

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Navigating the pandemic: A board lens

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

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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.

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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.

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Maintaining a high-value board-CEO relationship

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

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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

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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.

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Insight

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.

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