e-book Corporate Boards that Create Value

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Corporate Boards - How do good boards create value? And how are we different in the Nordics? Research report on the Nordic corporate governance model. Executive Summary of the Study The research project Nordic Corporate Governance — An in-depth study of governance and board practices in 36 large companies was initiated with the ambition to try and explain how corporate governance works in the Nordic region across large companies, and how these procedures and processes have been shaped by regulation and legislature, as well as draw tentative conclusions on the extent and ways by which shareholders, board members and chairmen can influence the development of a company over time.

Mail to publications hhs.

Long-Term Value Begins at the Board

That research, and our collaboration with CalSTRS, was the basis for the proprietary gender diversity index we created last year along with the ETF that tracks it, with the appropriate ticker symbol: SHE. The index is comprised of the largest US companies that have the highest levels of women in leadership positions relative to other firms in their sector. Rather than wait for companies to take action themselves, SHE allows investors to use their capital to influence corporate behavior today, and the underlying index creates a standard that all companies can aspire to in their respective industries.

We are also issuing guidance to help them go about doing this.

These principles are based on research showing the need for boards to expand the search for candidates beyond existing director networks and to address sources of unconscious bias that might inhibit the recruitment of women. The Bull was actually removed the same day it was installed.

Toward a value-creating board

Then there was a groundswell of support from New Yorkers, and then Mayor Koch and the Bowling Green Association found a permanent home for the Bull at the Bowling Green Park nearby where he stands today. SHE stands as a reminder to corporations across the globe that having more women in leadership positions contributes to overall performance and strengthens our economy. But you can check out some real photos during the day today on our State Street Twitter handle and our website ssga. The broader point here is that a long-term horizon requires a focus on sustainability.

Sustainability issues, both environmental and social in nature, are increasingly being seen as drivers of long-term value and better outcomes for companies.


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And boards have a big role to play here, and are often better equipped than the day-to-day management to see these issues over longer time horizons. As all of you know, environmental and social sustainability encompasses a broad range of issues, from climate change and water and waste management, to supply chain management and safety issues, and workplace diversity and talent development.

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Corporate scandals of the last few years, such as those around automotive emissions, food safety or labor issues emphasize the need for companies to assess the impact of ESG risks. It is not surprising, perhaps, that climate impacts feature largely here, as we continue to set new high annual temperature records. Now, clearly we do not have the answers. That is the point.

The range of outcomes that can happen is greater than what will actually happen. As ESG becomes a more mainstream risk factor, investing strategy and contributor to talent acquisition, it is changing how we think about governance. Since we have had more than 2, engagements on ESG issues with over 1, companies in our global portfolio on a variety of issues. For example, one sector project focused on oil and gas companies explored how businesses are navigating the challenges of falling crude oil prices, geopolitical risks, climate change, and emission reductions.

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Talks with a Taiwanese packaged food company centered on monitoring food safety within its supply chain. Meetings with a garment sector company raised ways that labor supply chains and fire safety standards can be improved. After a multiyear engagement with various companies on environmental standards, we saw significant improvements in the quality and transparency of reporting around hydraulic fracturing, water and waste management practices.

As we have engaged with companies on these issues over the years, we have seen the good, the bad, and the ugly of how companies are—or are not—considering ESG impacts. This was especially true after our votes in supporting shareholder resolutions on climate change initiatives set us apart in the industry.

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As we have spoken out about these issues, boards have asked us for guidance on how to incorporate a sustainability lens into their long-term strategy. That is one of the reasons we decided to make environmental and social sustainability the focus of our asset stewardship engagement in We think getting more companies and boards to commit to focus on these areas will lead to a dramatic improvement in how ESG issues are considered from a business perspective. Our preferred approach to all these issues-effective, independent board leadership, gender diversity and ESG-is through active dialogue with company and board leadership.

And in the event that companies fail to take action despite our best efforts to engage with them, we will use our proxy voting power to effect change.

Corporate Boards That Create Value: Governing Company Performance from the Boardroom by John Carver

We all- investors, asset owners and other stakeholders—have a part to play in making corporate governance a priority. We took a leading role in the ISG, which is the first time that both asset managers and asset owners in the US have signed on to a common set of principles. Carver, John. Physical Description xxv, p. Published San Francisco : Jossey-Bass, c Language English View all editions Prev Next edition 3 of 5.

Author Carver, John. Other Authors Oliver, Caroline, Edition 1st ed.


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Subjects Directors of corporations. Boards of directors. Corporations -- Valuation. The Value of Boards 2. Designing the Board's Job 3. Forging Group Leadership 4. Connecting to Management 5. Setting Expectations for Management Performance 6.


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  • Reporting Board and Management Performance 7. Maintaining the Gains 8. Getting There from Here App. Inside Directors App. Notes Includes bibliographical references p. View online Borrow Buy Freely available Show 0 more links Set up My libraries How do I set up "My libraries"? James Wallace Memorial Library.