This post comes to us from Jeff Stein and Bill Baxley of King & Spalding.
Risk management is currently a topic of considerable interest to public company boards. While taking measured and informed risks is an important element of any company’s strategy, the financial and economic crisis has led companies and boards to change their approaches to risk management. Moreover, given the events in the capital markets over the past year, institutional investors, regulators and the public are scrutinizing public company boards’ oversight of risk more closely.
Against this background, the Lead Director Network, a group of lead directors, presiding directors and non-executive chairmen from many of America’s leading companies created by King & Spalding and Tapestry Networks, met on July 8, 2009 to discuss the board’s role in risk management. Following this meeting, King & Spalding and Tapestry Networks have published the ViewPoints report here, to present highlights of the discussion that occurred at the meeting and to stimulate further consideration of this subject. The following provides highlights from the meeting, as described in the ViewPoints report.
Greater emphasis on strategic risk assessment. Members of the Lead Director Network generally see room for improvement in the way companies approach risk management. Directors noted that, while the Sarbanes-Oxley Act resulted in boards focusing on compliance and internal controls, the financial crisis is now requiring them to focus on identifying and mitigating broader strategic risks. Directors are thinking about risk in broader terms, moving beyond financial and accounting risks to considering factors that could threaten a company’s operations or business model. At the extreme, directors are seeking to identify and address “black-swan” risks, the seemingly improbable events that could threaten a company’s survival.
The lead director’s role. Lead directors and other board leaders can play a valuable role in the board’s oversight of risk management. While companies have been forming committees or subcommittees to focus on specific or unique risks, directors noted that, given the many types of risk that companies must address, it is essential for the risk oversight function to include active participation from all directors. Directors pointed to situations in which the contemplation of certain risks has essentially been “stuck in committee” — that is, certain risks were being addressed by board committees but not the full board. Lead directors can add value to the risk management process by ensuring that risk management is actively considered by the full board and that committees are used effectively, by acting as a conduit between the board and management and by facilitating open communication and robust debate.