Environmental, Social & Governance Briefs

A report by The Conference Board and the ESG data analytics firm ESGAUGE finds that some of the largest U.S. companies with well-regarded boards of directors still lack a sophisticated, strategy-driven director performance assessment process.

Will the Tax Cuts and Jobs Act of 2017 (TCJA) reduce the amount individuals give to charity? Research from Indiana University's Lilly Family School of Philanthropy suggests troubling phenomena that could bring the nonprofit arts sector to a critical tipping point.

As the United States’ SEC considers regulation of proxy advisors, it could learn from the United Kingdom’s new proxy advisor regulations that are meant to enhance the precision of proxy advisor recommendations.

Water is a precious commodity, but it's in danger. The UN has cautioned that Sustainable Development Goal #6, which seeks to ensure the availability and sustainable management of water and sanitation for all by 2030, is not on track. Companies need to help not only manage their own water use and discharge, but to also be a catalyst for change.

Failing to have good meeting minutes can have serious adverse consequences. Aside from the potential liability and reputational damage associated with a failure to fulfill fiduciary obligations, transactions can be voided, and so on.

A Delaware court rejection of Goldman Sachs defendants’ motion to dismiss an excessive compensation claim by a shareholder serves as one more reminder that thoughtful companies should review and consider restructuring their director compensation plans.

Detroit's recovery is starting to gain ground, guided by, among other things, Detroit Future City (DFC), a 50-year vision for the city developed with input from more than 100,000 Detroiters. Companies have always been an important part of Detroit and they're critical to its recovery. Quicken Loans, JPMorgan Chase, and Ford are among several organizations that provide a model for corporate engagement in Detroit.

So far this proxy season, the Environmental, Social and Governance (ESG) issues of corporate political spending disclosure, climate change-related reports, and board diversity have taken center stage.

Why is it that so many companies are ill prepared for the departure of the incumbent CEO, especially if that’s the result of poor performance, ethical issues, death or incapacitation? This article describes seven typical miscues in CEO succession planning, along with suggestions for how improved practices can lead to the preferred outcome: selection of a new CEO who is equipped to address the company’s critical challenges and opportunities and who enjoys the support of the Board.