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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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