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Tendances en gouvernance et CA du futur | PwC’s 2014 Annual Corporate Directors Suveys

17 octobre 2014

Il y a dans le document de PwC un exposé clair des principales tendances en gouvernance au cours des prochaines années. Le site de PwC  présente également les chapitres individuels du rapport.

Voici un résumé de l’échantillon des entreprises, suivi d’un rappel des 12 tendances observées. Vous trouverez beaucoup de points communs avec l’article que j’ai publié dans le journal Les Affaires : Gouvernance : 12 tendances à surveiller

Bonne lecture !

In the summer of 2014, 863 public company directors responded to our survey. Of those directors, 70% serve on the boards of companies with more than $1 billion in annual revenue, and participants represented nearly two-dozen industries. In PwC’s 2014 Annual Corporate Directors Survey, directors share their views on governance trends that we believe will impact the board of the future, including: board performance and diversity, board priorities and practices, IT and cybersecurity oversight, strategy and risk oversight, and executive compensation and director communications.

Trends shaping governance and the board of the future | PwC’s 2014 Annual Corporate Directors Suveys

Board performance takes center stage

 Many boards are giving even more attention to enhancing their own performance and acting on issues identified in their self-assessments.

 

Board composition is scrutinized

Board composition is under pressure to evolve to meet new business challenges and stakeholder expectations. Today’s directors are more focused than ever on ensuring their boards have the right expertise and experience to be effective.

 

Board diversity gets attention

Stakeholders are more interested in board diversity, and boards are increasingly focused on recruiting directors with diversity of background and experience.

 

More pressure on board priorities and practices

Director performance continues to face scrutiny from investors, regulators, and other stakeholders, causing board practices to remain in the spotlight.

 

Activist shareholders get active

With over $100 billion in assets under activist management1, more directors are discussing how to deal with potential activist campaigns.

 

The influence of emerging IT grows

Companies and directors increasingly see IT as inextricably wed to corporate strategy and the company’s business. IT is now a business issue, not just a technology issue.

 

Increased concerns about the Achilles’ heel of IT—cybersecurity

Cybersecurity breaches are regularly and prominently in the news. And directors are searching for answers on how to provide effective oversight in this area.

 

It’s still all about risk management

Risk management is a top priority for investors, and they have high expectations of boards in this regard.

 

Investors question company strategies

Effective oversight requires that the board receive the right information from management to effectively address key elements of strategy.

 

Executive compensation remains a hot topic

Boards are devoting even more time and attention to the critical issue of appropriate compensation.

 

Stakeholders are showing continuing interest in how proxy advisory firms operate.

The interest of stakeholders in the proxy advisory industry is a key trend.

 

Increasing expectations about director communications

In response, boards must determine their role in stakeholder communications—and evaluate their processes and procedures governing such communications

 

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