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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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Over the last decade, to improve corporate governance, increasing gender diversity has been an important issue for board rooms and Suites across the world.
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In many jurisdictions around the world, “independent” directors, free from unjust ties from the organizations on whose boards they are serving on, have become a well established pillar of corporate governance systems and frameworks.
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In more than 20 years of teaching corporate governance, major surprises regularly surfaced when discussing the foundations of corporate capitalism with our students.
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Ask any governance professional for an indicator of board effectiveness, and most will point quickly to 'director independence'. Governments and regulators around the world tend to agree, as it is a concept often at the forefront of governance codes and handbooks.
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