Corporate governance - Vigil

Norges Bank Investment Management says a division of responsibilities means remuneration committees should not be overseeing company-wide pay.

Le salaire de l'homme à la tête du réseau de la santé en Mauricie et au Centre-du-Québec pourrait vous surprendre.

Don’t boast or get too cocky. The ideal non-executive director is, apparently, someone who is quiet, knowledgeable and competent.

Why did the eurozone have such difficulties coming to terms with its own shortcomings? The authors believe they have found part of the answer, through an algorithm-based cross-country media analysis.

Many companies and boards hoped that the Dodd-Frank-mandated CEO Pay Ratio would gradually fade away without any SEC disclosure requirements, especially given the general tenor of the Trump Administration.

In a typical public company, shareholders can elect the board, appoint the auditors, and approve fundamental changes.  In other words, they can participate in the governance of the firm. Firms with dual class shares (DCS) alter this balance by inviting the subordinate shareholders to carry the financial risk of investing in the firm without providing them with the corresponding power to elect the board and exercise other voting rights

A number of highly successful companies around the world are owned by foundations. Examples include world-class companies such as Bertelsmann, Heineken, Ikea, Robert Bosch, Rolex, the Tata Group, and Carlsberg. The so-called “industrial foundations” that own them are nonprofit institutions which typically combine business ownership and philanthropy, but give priority to the business goal. Contrary to the predictions of agency theory, foundation-owned companies are, on average roughly as profitable as investor- or family-owned companies. But how is it done?

What happened when Financeit's founder realized his 'ability to inspire people through difficult times was ineffectual'

La prise de participation, à hauteur de 9,6 %, du groupe industriel chinois Geely dans le constructeur allemand Daimler, n’en finit pas de faire des vagues outre-Rhin, à peine une semaine après qu’elle a été dévoilée.

NSEAD’s Corporate Governance Centre have launched a research project asking the questions: What are good practices for the Board chair’s role, and how do they differ from the traditional practices of CEOs and top executives?

Cathy Engelbert is no stranger to the board room or the Fortune 500. As CEO of Deloitte, Engelbert oversees over 85,000 professionals that provide financial services to over 80% of the Fortune 500.

Most of the Corporate Directors Forums I have attended in San Diego start with “Shareholder Hot Topics.” There is widespread interest in the subject from directors, management, shareholders, consultants and academics. This year the Forum had an overall theme, “How Culture Impacts the Boardroom and Beyond.”

A new corporate governance code is all well and good, but will it be an improvement on the last? Only if it asks the right questions, argues Board Agenda’s Secret Ned.

Two SEC Commissioners—Robert Jackson and Kara Stein—separately visited Silicon Valley last week, and both used the opportunity to sharply criticize the practice among some companies—most notably but not exclusively technology companies—to adopt so-called “perpetual” dual-class stock.