On the 2023 Insurance Board Agenda
9 issues that should be top of mind for boards as risks and uncertainty increase
Governance & effectiveness
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Latino representation on Fortune 1000 boards: 2022 Edition
KPMG and the Latino Corporate Directors Association examine Latino representation in the boardrooms of U.S. companies.
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What to know about civil rights audits
Ronald Machen, partner at WilmerHale, shares his insights on civil rights audits and the board’s oversight role.
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Board oversight of climate change
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.
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Proposed SEC rule on climate-related disclosures: Board takeaways
Three items for boards to focus on related to the SEC's proposed rule on climate-related disclosures.
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Building ESG trust with investors
In a Q&A with the KPMG BLC, Lex Suvanto and Catherine Costakos of Edelman discuss gaining shareholder trust when it comes to ESG.
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Board disclosure of race and ethnicity gains traction
KPMG BLC Senior Advisors Annalisa Barrett and Susan Angele examine trends in board racial and ethnic diversity disclosure.
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Investors are acting: Is your board prepared for 2022?
Stephen Brown of the KPMG Board Leadership Center offers five steps for boards to take to prepare now for the next proxy season.
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The rise of Delta darkens our second-half forecast
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.
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Elevating corporate purpose, ESG, and stakeholder issues
Lead directors and independent chairs highlight key areas of focus to help their boards raise their game and add value to the business.
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Heavier committee work calls for coordination, communication
Four suggestions for boards to help promote effective information sharing and coordination among committees.
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The LGBTQ+ inclusive board
Considerations for boards related to LGBTQ+ diversity, including barriers and myths leading to underrepresentation.
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Oversight of cybersecurity and data governance
Considerations for refining boardroom cybersecurity and data governance discussions and oversight processes.
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CEO succession strategies shift amid disruptions
COVID-19, social unrest, and other disruptions have put a premium on effective board oversight of CEO and leadership succession planning.
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Refocusing on culture and employee engagement
Board considerations for sustaining culture and engagement in a postpandemic environment.
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COVID-19’s impact on diverse employees and talent strategy
Cali Williams Yost, founder and CEO of Flex+Strategy Group, discusses how boards should consider the needs of diverse employees.
Financial reporting & controls
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Q3 2023 Financial reporting and auditing update
A quarterly update for audit committees on accounting and financial reporting developments, including SEC matters and an ESG reporting update.
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Q2 2023 Financial reporting and auditing update
A quarterly update for audit committees on accounting and financial reporting developments, including SEC matters and an ESG reporting update.
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Q1 2023 Financial reporting and auditing update
A quarterly update for audit committees on accounting and financial reporting developments, including SEC matters and an ESG reporting update.
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ESG puts management’s disclosure committee in the spotlight
Amid demand for higher quality ESG disclosures, clarifying the role and responsibilities of management’s disclosure committee should be front and center.
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What the Audit Committee expects of the Chief Audit Executive
Stephen Brown of the KPMG Board Leadership Center offers five ways for CAEs to better anticipate the needs of today’s audit committee.
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When talent risk poses financial reporting risk
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.
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How internal auditors are adjusting to changing risk profiles
Stephen Dabney and Michael A. Smith of KPMG identify emerging risks for internal auditors to have on their radars.
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Tapping into internal audit’s holistic view of risks
A look at emerging risks that should be front-and-center for internal auditors in the current environment.
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The top issues for audit committees in 2021
Operating against a backdrop of tremendous uncertainty and an uneven economic recovery, prioritizing the audit committee agenda will be particularly challenging.
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An audit committee lens on ESG reporting
KPMG Audit Partner Maura Hodge poses five questions for the audit committees to consider as they evaluate their companies’ ESG strategy and reporting.
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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.
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Transparency and management's disclosure committee
Many audit committees are taking a closer look at their interactions with management’s disclosure committee, including their understanding of its operations—particularly how controls and procedures are updated in light of changing and expanding disclosure requirements.
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Four key challenges for global audit committees
What’s changing (and what’s staying the same) for audit committees of global companies.
Private company
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Questions for the board with a SPAC in sight
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.
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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.
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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.
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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.
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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.
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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.
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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
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A stakeholder-centric approach to private equity investment
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.
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Building and maintaining the 'right' board
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.
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A delicate balancing act for private equity portfolio company directors
For former executives, the transition from managing a company on a day-to-day basis to serving on a board can be difficult. This is especially challenging at private equity (PE) portfolio companies where the dividing line between C-suite and boardroom is often porous by design.
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Sustaining a successful family business
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.
Technology & emerging risks
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The metaverse is arriving
Matthew Ball, venture capitalist, CEO, and author, shares his views on the metaverse and how boards can help their companies assess their readiness for it.
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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.