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  • Newsletter

    October 15, 2020
    10 ESG Reporting Questions Directors Should Consider
    Environmental, social and governance (ESG) reporting has come into its own as a discipline, with most public companies now issuing sustainability reports. What’s the board’s role in ensuring these reports are responsive to investors’ needs?

  • Newsletter

    May 16, 2022
    Three Keys for CEOs: Relevance, Culture and Alignment
    A recent Protiviti global survey indicates varying views across different executive groups about the overall risk environment. CEOs rate the relative riskiness of the business environment higher for 2022 than anyone else, jumping from the lowest rating in 2021 to the highest rating in 2022. Also, the number of risks that CEOs noted would have a “significant impact on their business” increased…

  • Newsletter

    March 9, 2023
    A Director’s Responsibility to the CEO
    Das beispiellose Tempo von Innovationen auf dem Markt und die widersprüchlichen Anforderungen zahlreicher Interessengruppen setzen den CEO unter besonderen Druck. Inwiefern tragen die Vorstandsmitglieder zur Leistung und Funktionsfähigkeit des CEO bei?

  • Video

    December 22, 2021
    Executive Viewpoints: Protiviti on Climate Stress Testing for Banks
    Michael Brauneis, Financial Services Industry Lead and Managing Director, Protiviti, sits down with Joe Seidel, Chief Operating Officer of SIFMA, to explore climate stress testing for banks. Executive Viewpoints is a special series from SIFMA's 2021 Annual Meeting featuring insightful conversations about the trends and innovations shaping our capital markets. Watch them all at sifma.org/annual.

  • Newsletter

    December 9, 2022
    Setting the 2023 Audit Committee Agenda
    As in prior years, our suggested 2023 audit committee agenda includes important enterprise, process and technology issues and financial reporting and disclosure issues. In addition to discussing these agenda items, we have offered questions for audit committees to consider when self-assessing their own performance with respect to executing the normal ongoing activities articulated in the…

  • Newsletter

    June 1, 2020
    What Directors Should Be Asking Right Now
    As companies emerge from lockdowns marked by unprecedented change and begin to look forward, boards should continue to ask the right questions. As countries across the globe emerge from lockdown, discussions tailored to the evolving marketplace and issues around employee health and safety are needed in the boardroom. While the specifics will vary depending on the circumstances, we pose 10…

  • Newsletter

    May 19, 2020
    Getting There Eventually: Finding Equilibrium in Uncertain Times (Part 2 – Resilience Is the North Star)
    This issue of The Bulletin is the second of our two-part discussion of the challenge in finding equilibrium in these uncertain times. In Part 1, we discussed the attributes and actions needed to find equilibrium in the likely phased transition from the coronavirus disease 2019 (COVID-19) lockdown.[1] Given that a period of ongoing change will follow the lockdown, equilibrium means achieving the…

  • Newsletter

    April 17, 2020
    COVID-19: Paradigm Shift in the Boardroom
    The global COVID-19 pandemic is a different experience from other catastrophic events like the September 11, 2001 attacks and the 2007-2008 global financial crisis. It is spawning new thinking in all quarters, especially in boardrooms. It’s been several weeks since coronavirus disease 2019 (COVID-19) truly captured everyone’s attention across the globe. But with new developments almost hourly,…

  • Newsletter

    April 17, 2020
    COVID-19: Paradigm Shift in the Boardroom (An Expanded Discussion)
    The discussion below is a more complete coverage, including examples, of the topic addressed in Issue 127 of Board Perspectives: Risk Oversight and on NACD/BoardTalk. The global COVID-19 pandemic is a different experience from other catastrophic events like the September 11, 2001 attacks and the 2007-2008 global financial crisis. It is spawning new thinking in all quarters, especially in…

  • Newsletter

    September 10, 2020
    Operational Resilience Gets a Makeover in the “New Normal”
    Churchill said he strived “to foretell what is going to happen tomorrow, next week, next month, and next year — and to have the ability afterwards to explain why it didn’t happen.” His acknowledgment of the futility in predicting the future is especially apropos today as markets transition to the eventual “new normal.” The business model is akin to a finely tuned machine requiring the…
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