As more organizations here in North America and overseas increasingly utilize third party vendors with a global presence to perform critical functions, process key transactions and provide exposure to sensitive proprietary information, those organizations with mature third party risk (TPR) programs are receiving a loud call to provide assistance to those new to the TPR field.
I can only imagine what it was like in many corporate offices post the tragedy of Charleston on the Thursday that followed such a devastating event. I can remember many times when I was in a corporate environment not wanting to go into work because of national events that happened revolving around race.
Stakeholders -- investors, customers and the workforce are demanding change. The U.S. can't be seen to lag behind Europe. We need to rectify an imbalance rooted in dated stereotypes and male-dominated cultures. If quotas are not the solution, we need to revise recruitment strategies and processes, to ensure we find qualified women.
Director-shareholder engagement may not advisable for every board for a number of legitimate reasons. But there is no question it is an emerging practice. Those who have engaged say it is worthwhile and can be a powerful strategy to strengthen shareholder relationships in an age of increasing investor activism.