In late 2012, KPMG surveyed Canadian General 
Counsel (GC) on the business and development 
of their legal departments. This followed KPMG’s 
2012 Global GC survey. This article provides an 
overview of the results of our GC surveys.

1

Corporate business models are changing and 
becoming more complex. With tightening 
regulatory environments, organizations have 
shifted how they operate and make decisions. It 
was our perception and experience going into the 
surveys, that GC were playing a growing role in 
corporate decisions and were increasingly helping 
to shape strategy and corporate objectives.

The results of both our global and Canadian 
surveys confirm that GC are, more and more, 
playing a broader role as corporate and business 
advisors rather than just legal experts. The 
development of internal legal counsel to the 
broad role of strategic advisor is evolutionary. 
While not all survey respondents are convinced 
that this is the right and proper role for GC, there 
is a prevailing view that GC have a strong and 
important place in contributing to the strategy and 
direction of business in Canada.

A key area of focus for GC is risk and the changing 
regulatory environment. Canadian GC are looking 
around the corner to future challenges and 
have a hand in the strategies to manage these 
developing challenges. This role has been referred 
to as being the “barometer” of the organization. 
It is recognized that GC are keenly aware of and 
have a role to play in important corporate issues. 
Given their legal background and knowledge 
of the business, GC have an informed and 
perhaps unique insight into often difficult but 
incredibly important business matters. The value 
of the Canadian GC’s role is reflected in their 
direct participation and influence in Board level 
discussions. 

Even with the developing importance of 
GC in strategic issues,

2

 the business of law 

understandably remains a significant priority of 
Canadian GC. Contractual issues and transactions/
financing are two of the top three reported areas 
of legal department activity. Such technical legal 
expertise forms the historical and practical raison 
d’être of a company’s law department. In many 
organizations, this traditional role is well ingrained 
and understandably is where many internal 
counsel continue to play.

is a Senior Vice President in KPMG Forensic Inc and is based in Toronto. He has extensive experience working with 
legal counsel on complex litigation with a focus on financial damages and valuation. In addition, he has conducted 
and led significant investigations. His work has involved issues in Canada and around the world.

James McAuley

Contact:

 jmcauley@kpmg.ca 

or

 416-777-3607

1 

 KPMG’s Canadian and Global GC surveys may be fo und at http://www.kpmg.com/Ca/en/IssuesAndInsights/
ArticlesPublications/Pages/Beyond-the-Law.aspx

2 

 Identified as one of the top three activities undertaken by Canadian GC. 

© 2013 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms 
affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

At Risk

 

 

|

 

 Volume 7, No. 1 

 

|

 

 15