KPMG’s Board Leadership Center (BLC) engages with board directors, business leaders, and the CxO’s working closely with them.

It’s a space to articulate and share boardroom challenges, offering practical thought leadership and other actionable board-ready resources in key areas – including strategy, ESG, culture, talent, diversity, risk and compliance, digitalization, cyber security, geopolitical influence, and other topics that are top of mind for directors.

The BLC offers a powerful holistic program to help directors deepen their engagement on the critical challenges shaping business and board agendas. It brings together all of our board-facing resources in one place, providing you with:  

  • An annual update on the top priorities on the board agenda;
  • Relevant insights and thought leadership on those priorities;
  • A comprehensive schedule of events with simple registration and opportunities for peer-to-peer networking; and
  • Access to the Board Leadership Center network and community across the globe.

 

The Board Leadership Center is open to all non-executive and executive directors, and those working closely with them, including CEOs, CFOs, CROs, and Heads of Internal Audit.

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On the board agenda

Drawing on insights from our conversations with board directors around the world, each year the Board Leadership Center publishes our top priorities for boards. This year, we highlight eight priority issues for boards to consider as they approach and execute their 2022 agendas.

Board engagement in strategy

wooden block stairs

Given the volatile and fluid business environment ahead, take time to reassess the board’s engagement in strategy. Review the alignment of corporate purpose, culture, values and strategy, and identify specific practices to drive quality boardroom discussions about strategy and the future.

ESG in risk and strategy discussions

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How companies address climate change and other environmental issues, as well as social and governance topics (better known as ESG) is now viewed – by investors, research and ratings firms, activists, employees, customers, and regulators – as fundamental to business resilience and value creation.

Stakeholder engagement

Board meeting room

Given the intense investor and stakeholder focus on climate risk, ESG and long-term value creation, engagement with shareholders and stakeholders should be a priority. Transparency, authenticity and trust are not only important to investors, but increasingly to employees, customers, suppliers and communities – all of whom are holding companies and boards to account.

Human capital management

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The events of 2020-2021 further highlighted the strategic importance of human capital management (HCM) issues – including those employee and supply chain health and safety issues that are critical to the company’s performance and reputation. Over the next five years, workforces are expected to be disrupted by churn, the need for reskilling, upskilling and new ways of working.

Cyber security

digital security lock

The rapid shifts that companies have made during the pandemic to keep their businesses up and running have been a boon to organized crime, hacktivists, and nation states. Cyber-attacks of all types proliferated during the pandemic, highlighting the far-reaching implications for supply chains and operations, as well as the ongoing cyber security challenge facing companies.

Crisis management

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The litany and severity of crises that companies have faced in recent years looms large, with crisis management now featuring more prominently than ever in boardroom conversations. Effective crisis management enables companies to react quickly, and in a structured and thoughtful way, once a critical incident or crisis occurs.

Organizational culture

hex blocks of diverse people

Given the critical role that corporate culture plays in driving a company’s performance and reputation, we see boards taking a more proactive approach to understanding, shaping and assessing corporate culture. Closely monitor the tone at the top and culture throughout the organization with a sharp focus on behaviors (not just results) and yellow flags (e.g. management control overrides or favorable supplier/procurement terms).

Boardroom diversity

boardroom meeting diverse people

Boards, investors, regulators, and other stakeholders are increasingly focused on the alignment of board composition with the company’s strategy. Addressing competitive threats and business model disruption, technological innovation and digital changes, climate and ESG risks, cyber risk and global volatility requires a proactive approach to board-building and board diversity – of skills, experience, thinking, gender and race/ethnicity.

For more information on these priorities, read our full publication.