Globally, companies are under increasing pressure to disclose cybersecurity breaches. It’s less and less an option to shove a breach under the table until you learn something truly horrific that must be disclosed.
The next major cyber threat isn’t in the healthcare industry. It isn’t banking, either, thanks in part to both of those industries’ strict regulations. Manufacturing is undergoing a transformation that will increase risk in that industry, so is that the next major area at risk of cyber threats?
“There is only one god, and His name is Death. And there is only one thing we say to Death: ‘not today’.” If only it were that easy for reporting companies to reply to the SEC on regulations. Imagine Bezos to Clayton: “Not today.” Because company leaders don’t have the Game of Thrones option, the best option out there is to watch out, read up, and prepare for the biggest regulatory issues and how they might impact your organization.
The Securities and Exchange Commission’s Investor Advisory Committee voted to ask the SEC to investigate whether public companies should be required to disclose information around the idea of human capital management. Analysis is underway. While it won’t impact you this proxy season, here’s what you need to know.
One piece of legislation from the Dodd-Frank Act that concerned executives required companies to disclose the ratio of CEO pay to the median employee. Last year was the first year for companies to report this metric. An analysis on the first year of pay ratio disclosures looks at the fallout from last year, implications of the rule, how most companies measured median pay, and what companies should do to prepare to keep the spotlight away in 2019.
Proxy season is often a showcase of the haves and have nots in the governance realm, with cards stacked mostly in corporations’ favor. Meet the universal proxy ballot, an idea that would level the proxy playing field. Although it’s currently a fledgling idea, watch for this cause to gain momentum.
Heads up! Your company has been targeted for a takeover, and senior leadership needs to handle with grace and ideally, limited negative media. How can the board position the company well with multiple sets of internal forecasts? And how can the board whittle them down to one, defensible forecast before a lawsuit hits?