In NACD’s Governance Challenges report, Susan Angele offers areas for focus and questions to consider as boards enhance their governance to integrate climate change issues into risk, strategy, culture, values, and relationships with stakeholders.
Three items for boards to focus on related to the SEC's proposed rule on climate-related disclosures.
In a Q&A with the KPMG BLC, Lex Suvanto and Catherine Costakos of Edelman discuss gaining shareholder trust when it comes to ESG.
KPMG BLC Senior Advisors Annalisa Barrett and Susan Angele examine trends in board racial and ethnic diversity disclosure.
Stephen Brown of the KPMG Board Leadership Center offers five steps for boards to take to prepare now for the next proxy season.
Against a backdrop of healthy growth, firms will grapple with lingering labor market issues and longer-term structural issues impacting the composition of the workforce.
Four suggestions for boards to help promote effective information sharing and coordination among committees.
Lead directors and independent chairs highlight key areas of focus to help their boards raise their game and add value to the business.
Considerations for boards related to LGBTQ+ diversity, including barriers and myths leading to underrepresentation.
KPMG Chief Economist Constance Hunter explores whether today’s higher prices are transitory or here to stay.
Considerations for refining boardroom cybersecurity and data governance discussions and oversight processes.
COVID-19, social unrest, and other disruptions have put a premium on effective board oversight of CEO and leadership succession planning.
Amid unprecedented disruption and uncertainty, navigating the future will require a sharp focus on near-term and longer-term strategy and risk.
Board considerations for sustaining culture and engagement in a postpandemic environment.
Views on how organizations can adapt to the challenges and opportunities of a strong but uneven economic recovery.
Cali Williams Yost, founder and CEO of Flex+Strategy Group, discusses how boards should consider the needs of diverse employees.
The “Great Resignation” and the related competition for talent have become a pain point for the audit committee, particularly when it comes to financial reporting risk and controls.
A quarterly update for audit committees on accounting and financial reporting developments, including SEC matters and FASB activity.
A quarterly update for audit committees on accounting and financial reporting developments, including SEC matters and FASB activity.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
Stephen Dabney and Michael A. Smith of KPMG identify emerging risks for internal auditors to have on their radars.
A look at emerging risks that should be front-and-center for internal auditors in the current environment.
Operating against a backdrop of tremendous uncertainty and an uneven economic recovery, prioritizing the audit committee agenda will be particularly challenging.
The events of 2020 are a sharp reminder for board leaders to take a fresh look at the company’s enterprise risk management processes and crisis readiness.
Audit committees need to maintain a sharp focus on understanding the effects of COVID-19 on the company’s financial statements and reporting, including the internal control environment.
KPMG Audit Partner Maura Hodge poses five questions for the audit committees to consider as they evaluate their companies’ ESG strategy and reporting.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
The longer-term implications of a “distance everything” business environment require a vigilant focus on cybersecurity.
To help develop a more rigorous approach around data governance, we recommend three areas of board focus.
This quarter, and in the months ahead, a number of developments impacting financial reporting will need to be front and center for audit committees.
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 and management of private companies considering a sale to a special purpose acquisition company should be aware of the opportunities as well as the oversight-related challenges and tradeoffs a transaction may present.
Investors’ ability to assess strategy and operations at their portfolio companies is largely dependent upon the effectiveness of their portfolio company boards.
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.
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.
Discussion about board oversight of sexual harassment issues often comes up only after public allegations have thrown the company into crisis.
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.
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.
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.
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.
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
Nearly 90 percent of U.S. companies that have gone public since the Jumpstart Our Business Startups (JOBS) Act was passed have taken advantage of the Act’s reduced disclosure provisions.
The potential impact of blockchain—on how business transactions and legal contracts are executed and recorded, IP/data protection and privacy, fraud prevention, voting, auditing, and more—is so fundamental and wide-reaching that observers and early adopters are comparing the current blockchain ecosystem to the early days of the Internet
Sunny Vanderbeck, a managing partner and co-founder of Dallas-based Satori Capital, is trying to prove that a stakeholder-centric approach to private equity investing can generate returns at or above market expectations.
Risk oversight at rapidly growing, privately held companies is both an art and a science.
Getting board composition right is a challenge no matter the company size or ownership structure. Many private companies, however, face a different set of challenges than those encountered by their public company counterparts.
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.
The longer-term implications of a “distance everything” business environment require a vigilant focus on cybersecurity.
To help develop a more rigorous approach around data governance, we recommend three areas of board focus.
Consumer data is a valuable asset for most organizations looking to extend their customer reach and competitive advantage
The potential impact of blockchain—on how business transactions and legal contracts are executed and recorded, IP/data protection and privacy, fraud prevention, voting, auditing, and more—is so fundamental and wide-reaching that observers and early adopters are comparing the current blockchain ecosystem to the early days of the Internet
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