Target Baseline Value
Name Description Performance Value
Corporate Governance Dashboard KPIs for a typical corporate governance system that is formed by the board of directors and board committees. Learn more: 84.65%
Board KPIs 84.24% 84.24
Definition of The Management Function The board members supervise the definition of the management functions. 77.4% 77.4
Business entities defined 100% 100
Relationship between committees defined For example, the policy that will regulate the relationship of the IT governance committee and the audit committee 0% 0
Management functions defined 100% 100
Senior management identified 100% 100
Responsibilities mapped and assigned 87% 87
Values and Frameworks The board members formulate the company’s values, ethics, social responsibility and sustainability principles. 82.86% 82.86
Core values formulated 100% 100
Ethical conduct principles formulated 100% 100
Social responsibility principles formulated 100% 100
Business frameworks identified For example, the board can decide to combine the Balanced Scorecard (in the role of a main strategy execution framework) with the PESTEL analysis and innovation planning based on the Three Horizons framework. 34.3% 70
Standards and processes defined 80% 80
Strategy Execution The board oversees strategy execution, supervises the performance of CEO, capital allocation, risks, financial results, etc. 92.5% 92.5
Overall strategy awareness metric, % 95% 95
Strategy execution performance review The performance review can be conducted according to the top level performance indicators of previously approved strategies. 87% 87
Financial reporting review 98% 98
Business Resiliency Plans Business resiliency or continuity planning is one of the board’s core responsibilities. The factors to take into account are: physical security, cybersecurity, crisis management. 84.2% 84.2
Regular review of the threats model
Threat analysis coverage, % Where the 100% might be the analysis of all categories of external factors according to the PESTEL 94% 94
Threats with mitigation plan, % 80% 80
Committees 85.06% 85.06
Nominating committee The nominating committee is responsible for selecting the best candidates for the board of directors as well as senior management. 93.58% 93.58
Board members expertise, % An estimation of the relevant skills and characteristics needed to address emerging industry trends. 77% 77
Estimation of experience, % Education, previous projects, previous experience in similar companies 80% 80
Communication skills, % Subjective estimation during interviews 70% 70
Vision match with company’s overall strategy, % Subjective estimation during interviews 85% 85
Diversity of board directors, % The diversity of the board in terms of background, expertise, gender, ethnicity, age, personality type, etc. 87% 87
Chairman/CEO separated The separation of the board chairman and CEO positions. 100% 100
The number of members in the committee The optimum size will vary around 2 to 10 persons. 97.49% 8
Succession plan The binary metric that shows the existence of the succession plan for the CEO and senior management for the cases of regular and emergency succession. 100% 100
Fit and proper process Senior management evaluation according to “fit and proper” criteria. 100% 100
Compensation committee The committee defines the compensation policy for the board members, CEO, and senior management. 95.4% 95.4
Compensation/performance link The link between compensation and performance results (especially financial performance) 100% 100
Pay equity Such as gender pay equity 100% 100
Employee engagement, % Use HR scorecard to quantify and measure employee engagement.  87% 87
Turnover among top performers, %  Instead of using a simple turnover rate, focus on turnover rate among high-performing employees.  97.5% 2.5
Audit committee The audit committee supervises the internal audit as well as facilitates the communication with outside auditors. 96.5% 96.5
Financial expertise, % The percentage of the members with accounting/financial background. 70% 70
Balanced set of metrics The binary metric that shows if the committee is using a balanced set of financial and non-financial metrics. 100% 100
Annual review of the audit strategy The result of this review is an audit plan. 100% 100
Audit plan completion, % The percentage of the audit plan completion shows how the audit strategy was actually implemented. 95% 95
Audit accuracy, % The level of discrepancies between the findings of internal and external audit. 98% 98
Compliance committee 48.33% 48.33
Regular risk/compliance reviews 100% 100
% of risks with mitigation plans 86% 86
Attendance of risk/compliance training, % 100% 100
The number of non-compliance detected internally 30% 7
The number of sanctions for breaching the law 66.67% 2
IT governance committee 91.5% 91.5
IT awareness training participation, % For example, in the context of big data 98% 98
Up-to-date IT infrastructure model, % This metric quantifies the results of the regular infrastructure analysis. 70% 70
Committee IT expertise, % Level 0. No IT expertise; Level 1. IT expertise; Level 2. Communication skills; Level 3. Understanding business systems 75% 75
Cybersecurity threats with mitigation plan, % Some threats can be eliminated by upgrading IT architecture, other threats can be addressed by having an adequate emergency plan. 90% 90
Prioritized IT development plan, % The IT governance committee should separate buzz trends and technologies with real business impact. The IT improvement plan should include the estimation of the business impact of new technology. 95% 95