In light of the disruption and uncertainty companies have faced in the first part of 2022—global economic volatility, the Ukraine conflict, supply chain disruptions, and more – we offer some supplemental observations as boards and their committees continue to calibrate their 2022 agendas.
As the UK focuses on reopening and companies reposition for the future, it is increasingly clear that resilience – of strategy, the organisation, and operating muscle – is proving to be the great differentiator of the pandemic era. What will define the survivors and thrivers?
The crises of 2020–21 and disruptions they’ve triggered have added significant stress and strain to financial reporting processes and the risk and control environment. We highlight ten issues that audit committees should keep in mind as they consider and carry out their 2022 agendas
Executive compensation has been under intense scrutiny over the past two years, as well as shareholder and investor revolts, which is unlikely to lessen in a post-pandemic world. We highlight considerations for remuneration committees as they examine their policies and decisions with the continued focus on restraint and impact of pay on the wider workforce.
Are nomination committees taking the opportunity to review and reshape board composition in line with any new strategic imperatives, review succession planning, and to shift the dial to drive equality and opportunity for talented people to succeed?
Oversight of ESG risks and opportunities is a significant challenge, involving the full board and potentially multiple board committees. In this paper, we highlight seven issues for ESG committees to keep in mind as they consider and carry out their 2022 agendas.
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