On the 2024 board agenda
Drawing on insights and interactions with directors and business leaders, we highlight the top issues to keep in mind as you approach and execute your 2024 board agendas.
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Crisis response
Crisis management readiness goes hand-in-hand with good risk management – companies that respond quickly and effectively will weather crises better
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Geopolitics – strategy and risk
Increasing nationalism, cyber attacks on critical infrastructure, and the threat of military conflict, combined with an absence of global leadership and international governance, continue to drive global volatility and uncertainty
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Emerging and disruptive technology
As digital technologies continue to advance, their impact on risk assessment – both in terms of disruption and protection solutions – becomes as important as it is challenging
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Your role in society
Mounting societal issues coupled with limited government solutions, continue to heighten expectations for corporations to address the gaps and rethink their responsibility to society.
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Board diversity and inclusion
As an essential component for sustainable growth, the need for relevant experience, diversity and inclusion in the boardroom remains front and centre for investors, regulators, and other stakeholders
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Driving culture from the top
Given the critical role that corporate culture plays in driving a company’s performance and reputation, boards must take a proactive approach to understanding, shaping, and assessing their own
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Managing data governance
Boards continue to make strides in monitoring cyber security effectiveness, but data governance is actually much broader, encompassing data compliance and data ethics
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Your talent pipeline
Having the right executive team in place is only the start – as important is ensuring the pipeline of talent required to support and ultimately replace them.
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Responding to ESG
Employee and consumer activism regarding Environment, Social and Governance (ESG) issues are growing exponentially, but none more so than over the question of the environment
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Executive pay policies
Despite increased transparency in the UK executive pay framework, the voice of challenge remains strong when executive pay appears disconnected from long-term corporate performance
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Engagement with stakeholders
Institutional investors increasingly hold boards accountable for company performance, demanding greater transparency over matters such as the board's role in strategy, risk evaluation, and their own self-assessment
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Making time for strategy and risk
Boards need a deep understanding of the context in which the company operates, and as technology, innovation, and other forces continue to disrupt business models, this means staying close to strategy
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Your commitment to governance
As the environment in which our companies, their shareholders and the wider stakeholders continues to develop the board must remain vigilant to its responsibility for governance
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