Build a Future-Ready Boardroom

Learn how you can proactively address new forms of volatility & risk from the boardroom

Start Exploring

Prepare for an Ever-Expanding Conversation:

Learn, Engage and Drive Lasting Change

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:

Take Our Quick Poll

Board Governance

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.

Talk to an Expert

Read:
New SEC Rules Could Alter the Proxy Voting Process; Here’s What Companies Should Know
Read:
New ISS Guidance on Pandemic-Related Pay Decisions May Influence Disclosure and Shareholder Engagement

Climate

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.

Talk to an Expert

 

Watch:
Climate Risk, Global Infrastructure
Read:
Early Adoption of Climate Disclosure Frameworks: The Benefits and Challenges

Cyber Risk

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.

Talk to an Expert

Download:
Corporate Disclosure of Cyber Risks May Get More Detailed Following a Change in ESG Ratings
Download:
Why Board Members Are The New Cyber Champions

Director and Officer (D&O) Liability

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.

Talk to an Expert

Download:
Insuring an organizations culture in the Food, Agribusiness & Beverage sector
Download:
Quarterly D&O Pricing Index: First Quarter 2021

Environmental, Social and Governance (ESG) Issues

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.

Talk to an Expert

Watch:
The Spotlight: How Prepared Is Your Business to Address and Communicate Climate and Sustainability Efforts?
Watch:
Addressing ESG in the C-suite video (embedded on this site)

Executive Compensation

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.

Talk to an Expert

Read:
A Framework for Making Executive Compensation Changes in 2020 and Beyond
Read:
Are Geographic Pay Differentials for Equity Compensation a Step Too Far?

Human Capital

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.

Talk to an Expert

Read:
Accelerate Your Workforce Into the Future
Read:
Defining How and Where People Should Work

Inclusion and Diversity

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.

Talk to an Expert

Read:
Developments in Board Diversity: Engagement, Disclosure, Proxy Voting, Listing Requirements and Litigation
Read:
Building Sustainable Diversity in the Workplace

Performance Optimization

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.

Talk to an Expert

Read:
Adjusting to a New Normal: It’s Time for HR to Rethink Workforce Metrics
Read:
Managing Workforce Strategies in Times of Crisis

Meet Our Experts

Patty Errico

Climate, ESG, Public Affairs and Policy, and Reputation Management

Corey Green

Alternative Risk Financing and Property, Casualty and Climate Risk Mitigation

Dave Eaton

Pay-for-Performance Analysis, Proxy Advisor Policies, and Shareholder Messaging and Engagement

Jacqueline Condron

ESG, Proxy Disclosure Policies, and Shareholder Engagement

Laura Wanlass

Board Evaluations, Corporate Governance, and ESG

Karla Bos

Corporate Governance, Investor Analysis, and Shareholder Engagement



Talk to an Expert

Let us know how we can help and a member of our team will be in touch shortly.

Aon group companies will use your personal information to contact you from time to time about other products, services and events that we feel may be of interest to you. All personal information is collected and used in accordance with our privacy statement.

If you do not wish to receive these communications, please check here: