EVA to officially become part of the ISS pay-for-performance analysis; gender diversity, overboarding, and combined CEO/chair roles also get attention

Will Uber’s new diversity targets in its executive compensation plan go beyond repairing their reputation and expand the composition of its workforce?

How boards can establish governance structures that balance the risks and benefits of an innovation culture.

Institutional investors are now focusing on non-financial drivers of long-term value creation. Is it time to include these drivers in incentive compensation?

How companies can improve the performance of their long-term incentive plans with simpler design and better communication.

Is your board due to review or raise director compensation this year? What you can do to mitigate negative ISS and shareholder response. 

Companies must heed the call for more discourse on pay issues.

Identify a CEO successor. It sounds like one of the board’s more straightforward duties, yet in practice, it is complex and multifaceted. When you weigh the consequences of getting it wrong, combined with the fact that even the most carefully executed succession plan introduces uncertainty, it’s clear this is one of the most strategic board deliberations.

At the core of investor interest and scrutiny into environmental, social, and governance concerns is the long-term sustainability of an organization.