Category: latest news

In boardrooms across the Middle East and North Africa (MENA), one question is finally gaining attention: where are the women? Despite some progress, corporate boards in the region remain overwhelmingly male. This is not just a question of fairness—it’s a question of performance. Global studies consistently show that gender-diverse boards make better decisions, manage risk more effectively, and deliver stronger long-term returns....

It’s not just about selecting a new leader—it’s about safeguarding the company’s future, preserving the outgoing CEO’s legacy, aligning diverse stakeholders, and maintaining confidence across the organization and the market...

The 2025 proxy season saw a sharp decline in the number of ESG shareholder resolutions - particularly those focused on environmental and social issues - due to new SEC guidance, while overall support levels stabilized around 23%. Governance-related proposals maintained stronger and steadier investor backing, underscoring a shift...

CEO compensation at Canada’s 100 largest public companies rose nearly 20% in 2024, driven by strong stock market performance and generous incentive pay, marking the first time median pay exceeded $10 million. While shareholder support for executive pay remains...

Deferred Share Units (DSUs) are a common tool for director compensation in Canada but have limitations, particularly in restricting when directors can monetize their holdings after retirement. Offering directors the option of direct taxable ownership - receiving actual shares upfront - can provide greater flexibility, support long-term ownership...

While many CEOs say they’re long-term thinkers, it’s board members who really have to take a 30,000-foot view of a company. In the volatile environment of the current moment, scenario planning has become a critical duty for boards navigating Plans A, B, C, and D for supply-chain disruptions, shareholder concerns and tariff implications...

"Q: What advice would you give to individuals aspiring to be effective board members or leaders? Start early. A lot of our members are with us for 10 and 20 years — it’s really a journey. And if you start early, you start to learn the important foundations of board governance. When you actually get into a board role, you’ll find out that...

Geopolitical volatility is putting unprecedented pressure on corporate boards of directors. The imposition of tariffs and looming threat of more to come has resulted in the need to redefine costly global trade dynamics. On top...

For women serving on boards—or working toward that goal—recognizing subtle but significant governance missteps can make a meaningful difference to the board’s overall effectiveness. These blind spots, if left unaddressed, can weaken...

To meet these new expectations in an ever-changing business landscape fraught with multi-faceted risks, boards must also question their assumptions about growth and the lens through which they are examining systemic risks. A...