Following the events of the past year, the role of a board director is forever changed. From combating cyber threats to addressing unprecedented workforce challenges, directors must be more than business advisors and the stewards of good governance. Business leaders, employees and shareholders all expect directors to play a proactive and forward-looking role across a wide range of environmental, social, governance and risk management topics to help their organizations transform while navigating new forms of volatility and risk.
At Aon, we work with thousands of corporate boards and C-suite clients to help them understand and mitigate emerging risks so they can become platforms for change within their own businesses. To learn more, explore the topics below:
28 Apr 2021
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9 Apr 2021
5 Apr 2021
Governance policies and processes are integral to the effective operation of every board of directors, which is why shareholders, policy makers and the media all pay close attention to this area. This makes understanding relevant practices within your industry and listing market a necessary annual activity.
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Across every industry, companies are increasingly expected to have a point of view on climate issues, as well as disclosed strategies for lowering their carbon footprint and addressing climate-related risks. Given this dynamic, understanding and communicating your firm’s climate strategy is a key part of every director’s role.
Cyber threats are a rapidly growing financial and reputational risk for every company, regardless of industry or customer type. As such, mitigating and responding to cyber-attacks a top priority for all board members, where the need for ongoing education and expert support is nearly constant.
D&O claims following headline-making events, such as business transactions, cyber incidents and industrial accidents, are on the rise. Boards play a vital role in protecting themselves and companies by insisting the right processes are in place to avoid crises and respond effectively when needed.
Institutional investors, regulators, customers and employees now expect environmental, social and governance (ESG) issues to be at the forefront of every boardroom agenda. This means directors need to navigate a complex web of topics that can easily vary in importance from one stakeholder to the next.
Overseeing executive pay has always been a highly visible and challenging area of responsibility for boards. However, remuneration/ compensation committees have more on their plates than ever before as topics like pay equity and generational preferences reshape how companies approach compensation matters.
Following the COVID-19 pandemic, it is plain for all to see that every business’ operational and human capital strategies are inextricably linked. One cannot be effective without the other. This means boards must begin to view human capital shortfalls – like talent and skills gaps – as enterprise-wide risks.
Improving inclusion and diversity inside corporations is an increasingly prominent goal for business leaders, employees, the public and regulators alike. Boards have an especially vital role to play, both by being accountable to their firm’s commitments in this area, and by becoming increasingly diverse in their own right.
It’s time for operations, finance and human capital leaders to come together and optimize how their organizations invest in people — rapidly changing business and working models demand it. However, this won’t happen without proper board oversight and engagement to rally leaders around a common cause.
Climate, ESG, Public Affairs and Policy, and Reputation Management
Alternative Risk Financing and Property, Casualty and Climate Risk Mitigation
Pay-for-Performance Analysis, Proxy Advisor Policies, and Shareholder Messaging and Engagement
ESG, Proxy Disclosure Policies, and Shareholder Engagement
Board Evaluations, Corporate Governance, and ESG
Corporate Governance, Investor Analysis, and Shareholder Engagement
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