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.

Money is a tough, complicated, and personal subject. Here are four steps to help managers refine their message and delivery.

Many in this sector have issues with performance-based equity—here are two potential solutions for your long-term incentive plan.

The independence of an organization’s advisor can help protect the entity in the event of an IRS challenge to “compensation reasonableness.”

Effective succession planning is more than just naming a new CEO; here’s how boards can help foster long-term leadership development.

Data highlights the potential exposure companies have to negative votes from proxy advisors. Strategic shareholder outreach can be the antidote.

Quick tips for understanding, addressing, and complying with IRC Section 4960