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Different stakeholders can have varying views and expectations of business in general, markets and the capitalist system, and also of individual companies and their boards. Views of some enterprises may also differ from those of...
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Directors and boards should work for the future success of the companies for which they are responsible, but what might future success look like when uncertainties abound? How might their and stakeholder aspirations...
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The world has seen a momentous change in the 21st century from consumerism and entrepreneurialism to a pandemic led focus on ESG: Environmental Stewardship, Social Responsibility and Purposeful Governance. For far too long...
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A recent visit to my optometrist for eye test was an instigator to this article. After my test and a new prescription for lens, I chose to use an old frame of mine which was in good nick. I was told because I was not buying a new...
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The real scrutiny that industry analysts, customers and even responsible millennials in the employee base are subjecting the company’s sustainability and ESG strategy to makes it imperative for all of Indian Inc. to take...
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Corporate boards vary greatly in the extent to which they could be said to be effective and responsible, create positive value for a company’s stakeholders and wider society, impact upon the environment and contribute to...
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This year in November 2022, at meeting in the city of Sharm El-Sheikh in Egypt, leaders and their organisations and private sector companies demonstrated an eagerness to move beyond goals and commitments to action and impact, despite current challenges.
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As it transpires, answering the effectiveness and organisational performance questions is simple. That is to say, high-performance requires a great “Culture” and the presence of “Synergy, Trust and Confidence” within and between the board and executive.
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A series of events since the commencement of the COVID pandemic in early 2020 has shaken boards and management teams like no other period in recent decades. Year-on-year revenue and profit growth were expected and rolled on.
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One area of ESG governance where practice is evolving rapidly is the remuneration of executives and senior leaders within companies. The line of argument is straightforward: we want more ESG, we get what we pay for, and therefore, we need to include ESG targets in executive incentive plans.
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