Corporate governance - Vigil

The SEC has issued "Request for Comment on Possible Changes to Industry Guide 3."

In this episode, Michael Smith discusses the challenges of serving as a chairman in today's world. What value can boards find in the private equity model?

Over the past few years, interest in corporate social responsibility ("CSR")[1] has increased significantly.  The spotlight on CSR has led companies to expand and strengthen their CSR efforts.

Les professeurs Ayadi, Ferri et Lastra examinent dans cet article un certain nombre de questions liées à la restructuration des banques en difficulté.

The New York Stock Exchange requires that the board of each publicly traded corporation “conduct a self-evaluation at least annually to determine whether it and its committees are functioning effectively.

This edition to Deloitte's Roadmap series summarizes (1) key provisions of the FASB’s new standard on revenue from contracts with customers, including the specific steps the standard outlines for recognizing revenue; (2) the standard’s disclosure requirements; (3) the standard’s effective date and transition; (4) other provisions and impacts of the standard, including implementation guidance and tax implications; and (5) recent developments related to applying and implementing the standard.

General Electric promised to cut $1 billion in costs from its industrial operations this year, and to more closely tie top executives’ bonuses to profits in its core industrial business.

A previous post on this site was written about (i) the Toronto Stock Exchange (“TSX”) adopting a majority voting listing requirement, effective June 30, 2014, which requires each director of a TSX listed issuer (other than those which are majority controlled) to be elected by a majority of the votes cast, other than at contested meetings (the “TSX Majority Voting Requirement”) and (ii) Bill C-25 which was introduced by the federal Canadian government on September 28, 2016

Hedge funds have become active in corporate governance. They push for changes in strategy, including making very specific proposals, and sometimes seek (and secure) board representation. They do this by buying shares, conducting public campaigns, lobbying managers and other shareholders, and sometimes running a proxy contest. In response, boards of directors have adopted a variety of “defensive measures” including deploying the “poison pill” shareholder rights plan against activists.

Catherine Bromilow explains the relationship between culture and risk. She offers three strategies that boards can use to identify red flags.

A new report finds that there is little age diversity within the boardrooms of S&P 500 companies. The new analysis also finds that the median average age for all boards is 62.4 years, and that the average is persistent across companies by size and industry segment.

WASHINGTON, March 21, 2017 (GLOBE NEWSWIRE) -- The National Association of Corporate Directors (NACD), the advocate for the profession of directorship, and Ascend, the largest, nonprofit Pan-Asian organization for business leaders in North America, today announced a partnership that will serve as a catalyst to increase the number of diversity directors in today’s boardrooms. 

The past few decades have witnessed increasing awareness of corporate social responsibility (CSR) activities. These corporate goodness activities, where firms commit to giving simultaneous attention to the legitimate interests of all stakeholders, include (but are not exclusive to) employee relations, corporate philanthropy, and environment initiatives. Increases in corporate CSR engagement have generated ever-growing attention from academics of various disciplines, regulators, professional investors, and various other stakeholders.

Fenwick & West has released its updated study about gender diversity on boards and executive management teams of companies in the technology and life science companies included in the Silicon Valley 150 Index and very large public companies included in the Standard & Poor’s 100 Index. [1] The Fenwick Gender Diversity Survey uses over 20 years of data to provide a better picture of women’s participation at the most senior levels of public companies in Silicon Valley.

The rise in both the prevalence and prominence of long-term performance plans has been one of the most significant trends in executive compensation over the past 15 years. At the time of the dot-com market collapse (March 2000 to October 2002) and the demise of several prominent U.S. companies (e.g., the Enron scandal revealed in October 2001), long-term performance plans were only used by a relatively small portion of large U.S. public companies.