KPMG’s “Risk oversight: Reassessing board and committee structure” discusses alternative ways to structure the board’s risk oversight responsibilities and associated considerations based on experiences and learnings shared by large company lead directors. While it appears boards are responding to a rapidly evolving and expansive risk environment with changes to their risk oversight structure, committee charters, and committee names, there clearly is no one-size-fits-all approach or “best practice.” Rather, changes are being considered in the context of numerous other company-specific factors, including the board’s overall standing committee structure and meeting practices, risk profiles, and current and targeted director skill sets.