Most companies experience at least one crisis every four or five years. According to a recent survey, 23% of board directors have not discussed the subject of crisis managements and 38% never discussed management’s testing of a crisis plan...
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As investors, regulators, and stakeholders increasingly recognize environmental, social and governance (ESG) risks and opportunities as financially material, companies are looking for ways to link management incentives with ESG performance on climate change, diversity and inclusion, and other key issues...
A global average in 2022 is just 19.7% of board seats are held by women, an increase of 2.8 percentage points since 2018. If this rate of change were to continue, we could expect to reach something near parity around 2045 – 7 years earlier than the findings of our previous report.
Over the last five years, we have witnessed incredible change in the way that companies have organized themselves to address cyber risk. These critical corporate governance initiatives—from ensuring that directors with cybersecurity or technology expertise are on the board to creating board-level committees responsible for cyber-risk oversight to developing reporting structures between...
The ‘S’ is just much harder generally because it is harder to define and measure,” said Michael Posner, who runs the Center for Business and Human Rights at N.Y.U.’s Stern School of Business. “So everyone makes it up as they go along.....
Almost half (48%) of respondents say their company does not disclose the racial composition of the board and almost a fifth (18 percent) don’t disclose its gender composition. Almost nine in 10 respondents (86%) say board diversity helps create better board performance. More than three quarters (77%) of respondents say they believe board diversity helps lead to better corporate performance....
Big moves by activist investors pushing for changes at major corporations — Unilever, Peloton and Kohl’s — have emerged in the past 48 hours. Unilever has faced pressure on multiple fronts for weeks, including pushback from shareholders...
Asking “dumb questions” was never really something that I was afraid of. . . . If you start with yourself and are able to reach across the table to ask questions about somebody’s comment, you start building that group dynamic that becomes very valuable, and you will see the pile-on effect.
One thing that is amazing is the caliber of people that you see around the boardroom table. It can become intimidating...
While a corporation’s sustainability or corporate social responsibility departments were often largely responsible for choosing which reporting framework(s) to employ, today the decision is more consequential and merits CEO and board attention for 3 reasons...
Despite outstanding academic and professional accomplishments, women who experience the imposter phenomenon persist in believing that they are really not bright and have fooled anyone who thinks...