Public and private businesses today face many decisions that do not arise from, and have consequences far beyond, solely financial performance. Rather, these decisions are primarily driven by, and implicate, important social, cultural and political concerns. They include harassment, pay equity and other issues raised by the #MeToo movement.

Governance Center member PwC Governance Insights Center, in conjunction with Diligent and Boardroom Resources, is hosting a webinar at 2:30 p.m. EST May 23 about the value of adding younger directors to a corporate board.

As part of a research project on board-shareholder engagement practices, The Conference Board and Rutgers Law School are conducting a confidential survey of corporate secretaries, general counsel, and chief legal officers.

So, what’s on the mind of our institutional owners? First, an overriding concern with capital structures that limit or eliminate voting rights of “common” shareholders.

Jeff Gramm is co-founder and portfolio manager at the hedge fund Bandera Partners. Gramm, who co-founded the hedge fund with Greg Bylinsky in 2006, also serves as a director on the boards of two companies. He shared his thoughts about the corporate director job with Gary Larkin, Governance Center Blog editor.

The CAQ has published a free, full report, Non-GAAP Measures: A Roadmap for Audit Committees, on findings from recent roundtables, as well as a companion video that provides additional context and real-life examples of how audit committees are thinking about non-GAAP measures.

The elimination of perpetual dual class shares in IPOs is a solution without a real problem to solve. Of the 19 companies that utilized dual class shares in their IPOs in 2015 perhaps 50 percent used a perpetual structure.

Socially responsible investors have become a bigger part of a company’s ownership. Large funds, such as Vanguard, BlackRock, pension funds and others are exerting their influence for better ESG (Environment, Social, Governance) performance. Various nonprofits are also flexing their muscles. Will the increased scrutiny lead to more proposals on charitable contributions?

Despite the rise of corporate sustainability, few CEOs discuss these initiatives with shareholders. But that is changing. Companies and shareholders are beginning to use the term Environment, Social and Governance (ESG) to represent the more focused area of the overlap between financials and environmental/social issues, resulting in risk mitigation.

In today’s remote business world, video conference calls and internal business Skype networks have become as common as landline phones in American corporate offices. But, does having such technology mean corporate management and boards should replace in-person annual shareholder meetings with virtual ones? Or should hybrid (in-person/virtual) meetings be adopted?