Index

  • 2VArchetype framework, 272–273
    • archetypes, 274–278
    • axes, 273f
    • high value/high voice quadrant, 274–275
    • high value/low voice quadrant, 275–276
    • high voice/low value quadrant, 277–278
    • implementation, 278–279
    • low value/low voice quadrant, 276
    • populating, 273–274
    • usage, 278–279
  • 5G technology, usage, 482
  • A
  • Abrupt emergence, external origin, 343
  • Abrupt emergence, internal origin, 343
  • Absolute performance metric, relative performance metric (contrast), 880–881
  • Absolute/relative institutional investor ownership, levels, 1279f
  • ACCA. See Association of Chartered Certified Accountants
  • Accountability, 129
    • board of directors ETG accountabilities, 517–519
    • fiscal responsibility, importance, 1140–1141
    • governance, relationship, 1200
    • reinforcement, 743
  • Accounting
    • entries, CEO interest, 705–706
    • standards, financial statement compliance, 605
    • treatment, aggressiveness, 617
  • Accounts, auditor signing, 604
  • Accounts receivable, factoring, 710
  • ACGA. See Asian Corporate Governance Association
  • Acquisitions, approval, 156
  • Action point, development/implementation, 315
  • Activism, fear, 1209–1210
  • Activist shareholders
    • company value maximization plan, impact, 143
    • meeting, 141–142
    • outcome, 143–144
    • points, review, 142
    • policy/tone, setting, 141
    • second meeting, scheduling, 143
  • Activist shareholders, concerns, 138–144
  • Actuality (performance/viability factor), 287
  • Ad hoc CEO succession committee
    • administration, 103–104
    • authority, 102–103
    • composition, 103
    • mandate, 99–102
    • reference terms, 99–104
  • Ad Hoc Committee, establishment, 328
  • Adjusted EPS, usage, 935
  • Administrative tribunals, inquiries/proceedings, 982
  • Adoption rates, deceleration, 553–554
  • Advice giver, role, 277
  • Advisory firms, navigation, 886–887
  • Affiliate, defining, 324
  • Africa, boardroom inexperience, 834
  • Agency
    • theory, 1070–1071
  • Agency, avoidance, 289
  • Agenda, design questions, 150–151
  • Agfa-Gevaert, board IT governance capability (increase), 504–506
  • Agile board of directors, principles/toolbox, 765–778
  • Agile dashboard, 778–780
  • Agile governance, 761
    • comparison, 501t
    • rapid risk response, 513–517
    • traditional governance, contrast, 500
  • AGM. See Annual General Meeting
  • AIG, CEO succession planning disclosure, 55–56
  • Airbnb, rise/market capitalization, 494
  • Algorithms, rules (blockchain), 558
  • “Alien eye,” development, 826
  • Alternative Trading System (ATS), definition, 527
  • American Law Institute (ALI), Principles of Corporate Governance, 1244
  • American values
    • determination, funds (problems), 1118–1120
    • shareholder base reflection, 1120–1121
  • Anchoring. See Boardrooms; Past
  • Annual bonus (review/design), governance process (usage), 897
  • Annual CEO personal/corporate goals/objectives, development, 109
  • Annual General Meeting (AGM), 14–15, 150
    • design/chairing, 157
    • usage, 551
  • Annual Operating Plan, CEO implementation, 108
  • Annual proxy, usage, 895–896
  • Anthem, CEO succession planning (best practices), 54
  • Anti-bribery
    • corruption, relationship, 1254–1255
    • laws, 617
  • Anti-establishment politics, rise, 627
  • Anti-money laundering laws, 1255
  • Antiterrorist financing laws, 1255
  • “Apply-and-explain” regime, 1349
  • Archetypes. See 2VArchetype framework
    • identification, possibility, 279
    • remedies, 279
  • Arconic, CEO succession planning disclosure, 56
  • Asia
    • boardroom inexperience, 834
    • importance, growth, 1261f
    • IPO dominance, 1261
  • Asian Corporate Governance Association (ACGA)
    • “CG rules and practices,” 1269
    • “Ecosystems Matter,” 1268
    • “Enforcement,” 1269
    • “Government and public governance,” 1269
  • Asian Stock Exchange Exchange, risk oversight expectations, 742t
  • Asia-Pacific
    • absolute/relative institutional investor ownership, levels, 1279f
    • Anglosphere model, 1262f, 1263
    • auditors/audit regulators, market ranking, 1281f
    • capital markets, 1263–1267
    • civil justice, 1273
    • civil society, market ranking, 1278f
    • companies, shareholding rankings, 1265t
    • control model, 1263
    • corporate governance (CG), 1260
      • ecosystem, components, 1267–1281, 1268f
      • rules and practices, 1269–1271
      • scores, market categories, 1270t
    • corporations, ranking, 1263
    • corruption, absence, 1273
    • directors, delegation, 1278
    • enforcement, 1271–1272
    • family companies
      • non-family companies, outperformance (contrast), 1266f
      • performance, jurisdiction ranking, 1267f
    • governments
    • hybrid model, 1263
    • INEDs, expectations (differences), 1266t
    • institutional investors
    • investor quality, market ranking, 1280f
    • judicial independence country ranking, 1274t
    • listed companies
    • markets
      • CG Rules Scores ranking, 1270f
      • public governance ranking, 1274f
      • regulatory enforcement scores ranking, 1272f
    • media development, market ranking, 1278f
    • political/regulatory environment, 1272–1273
    • press, freedom, 1275
    • professional auditors, 1280
    • professional boards, 1275–1278
    • professional intermediaries/educated investors, 1279–1280
    • public governance, 1272–1275
    • regulatory capacity, market ranking, 1275f
    • regulatory discipline, 1269–1272
    • regulatory enforcement, 1273
    • rise, 1260–1262
    • securities commissions, funding, 1274–1275
    • strategic individuals, ranking, 1264
  • Asling Capital, 1201
  • Assertions, proof (absence), 289
  • Assessment approaches, value, 84–85
  • Assessment tool obsession, 79, 83–85
  • Assets
    • acquisition, absence, 694
    • early retirement, 376
    • losses, timing (delay), 699
    • managements/institutional investors, influence/role, 1052
    • owners, stewardship handling, 1036–1037
    • write-offs, 376
  • Association of Chartered Certified Accountants (ACCA)
    • business environment, interaction, 1193f
    • SME survey, 1190
  • Assurance, 753
    • model, refinement (King IV), 1358
  • Athlete performance, attributes, 779
  • Attentiveness, director duties, 347–349
  • Audit
    • blockchain technology, relationship, 568
    • committee members, guide, 597
    • committees, 597
    • engagement process, 603
    • industry, strategy tools (development), 836
    • interim audits, usage, 603
    • regulators, market ranking (Asia-Pacific), 1281f
    • requirements (King IV), 1358–1359
    • test bias, presence, 604
    • trail, 565
      • transparency/effectiveness, 550
    • year-end audit (Client Management Letter), 604
  • Auditability, increase, 566
  • Audit Committee
    • Charter
      • clarity, 606
      • components, 619–620
    • closed/in-camera sessions decision, 609
    • compliance process, 615–616
    • composition, board of director consideration, 600
    • considerations, 602
    • controls, 373
    • executives/board of directors, relationship (balance), 603
    • external auditor appointment, considerations, 602–603
    • financial reporting/external audit, financial literacy/oversight, 600–605
    • financial statement questions, 604–605
    • importance, public sector/not-for-profit sectors (differences), 608
    • inactivity, 708–709
    • independent/external auditor, working relationship, 605
    • makeup, 610
    • objective, achievement, 327
    • oversight, 613–622
    • reference points, 620–622
    • reporting, regularity, 618
    • role, 601
    • structure
      • board of directors consideration, 600
      • importance, 599
    • work, elements, 599
  • Auditors
    • market ranking (Asia-Pacific), 1281f
    • requirements (King IV), 1358–1359
  • Australia
    • corporate governance approaches, 1237–1247
    • disproportionate voting rights, 1251
    • governance rules/enforcement/practices, institution responsibility, 1245
    • law/regulation/practices, sources, 1239
    • shareholder empowerment, 1248
  • Australian Exchange Commission Corporate Governance rules, 742
  • Australian Prudential Regulatory Authority (APRA), 1245
  • Australian Securities and Investments Commission (ASIC), 1245
  • Australian Securities Exchange (ASX), 1245
  • Australian Stock Exchange (ASX) Corporate Governance Council, “Corporate Governance Principles and Recommendations,” 614
  • Authorship, diversity, 2
  • B
  • Balance sheet, definitions/calculations, 949–951
  • Banking/payments
    • board of director considerations, 565
    • impacts, 564
    • industry disruption/impacts/considerations, 564–565
  • Barclays, civil/criminal crimes (guilt), 1006
  • Barra, Mary T. (GM), 52
  • Behavior. See Director behavior
    • fit-for-purpose board component, 309–310
  • Behavioral interview, 84
  • Best-practice model, components (non-exhaustive overview), 313
  • Best practices
    • defining, 1199–1202
    • development, 1337–1338
  • Bi-culturality, 1017
  • Big data approaches, usage, 849–855
  • Bill-and-hold sales, 710
  • BlackRock, 1247
  • Blindspots. See Boardrooms; Human resources
  • Blockchain
    • accounting, questions, 552
    • algorithms, rules, 558
    • auditing, questions, 552
    • board of director introduction, 556
    • centralized system, 560f
    • competition, question, 551
    • cost-benefit analysis, question, 552
    • decentralized system, 560f
    • definition, 527, 557–559
    • distributed system, 560f
      • relationship, 560
    • enhancements, 530–539
    • hackers, impact, 563–564
    • importance, 557–559
    • industry disruptions/impacts/considerations, 564–571
    • infrastructure, questions, 552
    • knowledge, importance, 559–564
    • participants, consent, 558
    • permissioned blockchain, definition, 529
    • permissionless blockchain, definition, 529
    • private blockchain, definition, 529
    • protocols, question, 552
    • regulatory compliance, questions, 552
    • risk management, question, 552
    • security, creation process, 563–564
    • smart contract usage, 560–561
    • strategic integration, questions, 552
    • system, design/implementation, 558
    • taxation, questions, 552
    • technology
    • transactions
      • conditions, understanding, 558
      • function, example, 561–563, 562f
      • monitoring, 558
    • transparency, 550
    • usage, 480–482
      • board of governor questions, 551–552
    • use case, voting systems (usage), 544–545
    • wallet addresses, definition, 527
  • Board Engagement Program (CCGG), 1056–1058
  • “Board Leadership in Corporate Culture,” 1205
  • Board of directors
    • accountability. See Shareholder engagement.
      • consideration, 503
      • shareholder engagement, relationship, 31–34
    • action, preparedness, 776–777
    • activist shareholder, points (review), 142
    • agenda discussion, 195
    • agility, consideration, 521
    • annual assessment participation, 321
    • attention, issues, 156
    • basic groups, 124
    • behaviors, 233
      • background/context, 234–235
      • preparation, 235–236
    • blockchain
      • introduction, 556
      • knowledge, importance, 559–564
      • usage questions, 551–552
    • board-led process, 69–70
    • board-level ETG, barriers, 513–517
    • boardroom, deliberative thinking (usage), 665–667
    • building, 443–446
      • chairman role, 155f
    • business aspects, CEO perception, 707–708
    • candidates
      • due diligence, 317
      • vetting, 316–317
    • CEO participation, 71
    • chairmen
      • annual performance evaluation, provision, 196
      • Audit Committee member consideration, 600
      • behaviors, 181f
      • impact, 220e
      • position description, 194–196
      • reflections, 578
    • chair, selection, 5–7
    • charter, risk oversight (relationship), 747
    • choices, assurance, 287
    • collective decisions, 207–209
    • collective social media attack, 587
    • commitments, consideration, 1104
    • committee
      • chairing, 183–184
      • leadership, provision, 194
    • communication, improvement, 1056
    • composition, 7–10, 314
      • Wates Principle, 1187
    • conflict of interest response, 195
    • control function reliance, 715–716
    • creation. See Long-term boards.
    • critical/strategic issues, director challenges, 291–292
    • culture
      • development, 136–137
      • impact, 755
    • debate, appetite (low level), 285
    • decision/direction, clarification, 152
    • decision making, 7–10
      • directors, impact, 245–248
    • decision outcomes, women directors (impact), 233
    • decision quality (determination), information quality (impact), 422–423
    • dependency (reduction), permissioned access (usage), 551
    • development, 315
    • dilemmas, 24–25
    • direction/administration, overseeing, 194
    • director neutrality/rapport, 294–295
    • dissent, bias, 829
    • diversity, 310–311
      • challenges, 263–265
      • matrix, 213–215, 214e
      • strengthening, 214–215
      • targets, 213–215
    • dynamics, 7–10, 149f, 152–153, 314
      • dimensions, assessment, 219e
      • director behavior, relationship, 219–222
      • examples, 220
      • facilitation, chairman (impact), 220e
      • internal resources (leverage), opportunities (identification), 315
    • dysfunctional dynamics, examples, 221–222
    • education, 958
    • effectiveness, 314
      • enhancement, leadership (provision), 194
      • internal resources (leverage), opportunities (identification), 315
    • emerging technologies, 475–478
    • engagement, 660–664
    • enterprise technology governance (ETG)
      • accountabilities/competencies, 517–519
      • barriers/symptoms/solutions, 514t
      • capability, absence, 502
      • capability problem, analysis, 502–503
      • competency descriptors, 518t–519t
      • competency, importance, 502
      • questions, asking, 509
    • equality, importance, 263
    • ESG positions explanation, 1050
    • ethical/decision-making, fostering, 194
    • evaluations, 181–182, 312–315
      • best-practice model components (non-exhaustive overview), 313
      • expectations/scope, alignment, 314
      • process, 314–315
      • systematic qualitative/quantitative assessment process basis, 313
    • executives/Audit Committee, relationship (balance), 603
    • experience, 70
    • exponential thinking, 471–475
    • external audit process, Audit Committee control, 603–604
    • female directors, presence (basis), 312
    • financial reporting/external audit, financial literacy/oversight, 600–605
    • findings, cross-examination, 313
    • fit-for-purpose board
      • building, 308–310
      • components, 309–310
    • giving, 1167–1168
    • governance improvement, suggestions, 1102–1105
    • groupthink avoidance, 777–778
    • growth, 768
    • history/function, 470–471
    • impact, 441–447
    • independence, 304–307
      • absence (fraud), 688–689
    • independent board leaders, functions/responsibilities, 171f
    • independent/external auditor, working relationship, 605
    • individual director interviews, example, 592
    • industry experience, 133–134
    • information
      • capability, building (benefits), 506–507
      • risk considerations, 510t–512t
    • innovation focus, 446–447
    • inquiries, 551–552
    • interviews
      • examination, 592
      • guide, development, 314–315
    • investor renewal efforts, 222–223
    • IT governance capability
      • Agfa-Gevaert increase, case study, 504–506
      • requirement, 502–509
    • joining, issues (identification), 600–601
    • lead directors, relationship, 183
    • leaders, behaviors/relationships (importance), 180–185
    • leadership. See Standard & Poor's 1500.
      • approach, 457–459
      • attributes, 257
      • issues, 315
      • provision, 194
      • succession planning, 176
      • synergy, increase, 777
    • leading, 121
    • legal/governance responsibilities, 29–31
    • level, governance (quality), 1200
    • long-term boards, 786–806
    • long-term value creation, 443
    • lower-level/mid-level managers, addressing, 822
    • management
      • boundaries, 195
      • director conduit, role, 601
      • relationship, report, 220e
    • materials, Netflix (impact), 801
    • mediocrity, factors, 286
    • meetings, 149f
      • minimum, provision, 194
      • participation, 315
    • minutes, examination, 592
    • model board chair position description, 192
    • needs, international subsidiaries leadership (alignment), 1010–1011
    • Nominating/Governance Committees, chair (advice), 321
    • nomination/election, rights, 302–304
    • oversight, 64–65
      • climate change, relationship (director knowledge), 369
      • pay for performance, measurement/improvement, 906
      • process, risk governance (usage), 740
    • positive agitation, tension, 778
    • purpose, timelessness, 765–767
    • quality/greatness, 148, 1147–1157
    • recruitment, 315, 316
    • regulatory efforts, defining, 222–223
    • renewal
      • stimulation, independent governance (review), 226
    • renewal efforts, actions, 222–223
    • resistance, impact, 223
    • responsibility, 3–10
      • delegation, consideration, 503
      • effectiveness, 156
      • increase, 513
      • regulatory/criminal law, 969
    • Revisit, Inform, Act, Watch (quadrants), 478f
    • risk
      • cascaded accountabilities, 750t
      • committee structure, action, 729
      • regulatory/criminal law, 969
      • workshops, action, 731–732
    • risk governance
      • fundamentals/elements, 726f
      • structure, review, 747
    • risk oversight, 749f
      • charter, fulfillment (director skills), 747–748
      • ERM element, 724, 726–731
      • roles, clarity, 743
    • role, 127, 156, 401–404, 1168–1169
      • understanding, 1140
    • role/expectations, chairman communication, 118
    • seats, importance, 269
    • selection, influence, 124–125
    • self-organization, process, 744–747
    • self-reviews, conflict of interest, 226–227
    • service, term limits (application), 1149
    • skills, 418, 420, 421e
      • building/acquisition, 771–775
      • matrix/inventor, sample, 270f
      • shortage, 503–504
    • social media, impact, 581–582
    • social responsibility focus, 446–447
    • stewardship, 149f, 154
    • strategy, 24
    • structure, 304–307
    • succession
      • evaluation/recruitment, 301
      • management, 307–308
    • support, areas, 638–639
    • sustainability
      • building, 427–429
      • responsibilities, 414f
    • sustaining, chairman role, 155f
    • table, members (identification), 7–10
    • technology
      • leadership capability, building (benefits), 506–507
      • risk, considerations, 510t–512t
    • term limits, myth, 262
    • time-constrained board, dilemma, 789–791
    • tools, 1138–1142
    • tools, conundrum, 262–263
    • transformation, steps, 519–521
    • types, 261
    • Unilever, leadership, 457–459
    • value adds, 603
    • value, notion (mapping), 272, 273f
    • values/attitudes, gender differences, 264
    • women recruitment
      • demand barriers, 264
      • supply barriers, 264
  • Board of directors, governance, 1
    • charter review, 591–593
    • framework, climate change (incorporation), 372–374
    • future, 41–42
    • issues, resolution (absence), 41–42
    • paradigm shift, 261–265
    • regulatory/criminal law, 969–970
    • role, 537–538
    • structures/processes, review, 521
  • Board of directors, members
    • advice, 1100–1102
    • conflicts of interest, avoidance, 684
    • constructive/developmental feedback, 313
    • domain expertise, capitalization, 1148–1149
    • opinions, invitation, 831
    • shareholder engagement, 25
    • strengths/commitment/development needs, determination/documentation, 315
    • sustainability questions, 426–430
    • voice, hearing, 1148
  • Boardrooms. See Corporate boardrooms
    • Asia/Africa/India regions, inexperience, 834
    • blindspots
    • competitive blindspots, 816–822, 821t
      • antidotes, 820
      • mitigation strategies, 820, 822
    • deliberative thinking, usage, 665–667
    • exit, impact, 1103–1104
    • frame of reference, limitation, 824–825
    • gender diversity, 253
      • social/regulatory effects, 259–261
    • organizational blindspots, 827–831, 830t
      • antidotes, 829
      • assumptions, 827–828, 830–831
      • avoidance, mitigation strategies, 830–831
      • corporate taboos, 828–829, 831
    • presence
      • appearance, 959
      • development, 959
    • strategic blindspots, 815
    • strategic blindspots, knowledge base (creation), 835–836
  • Boudreaux, Gail (Anthem), 52
  • Branded assessment tools, offering, 84–85
  • Branding, 1012
  • Brands, rejuvenation, 494
  • Braunstein, Scott, 1201
  • Bravery (board leadership attribute), 257
  • Breakthrough technologies, competitive threat (emergence), 343
  • Bresch, Heather (Mylan N.V.), 52
  • Bridge Loans, 412
  • Briefing notes, management provision, 152
  • Britain economy, overhaul (requirement), 636
  • Brossy, Roger/Semler, 788
  • Buck, Michele (Hershey Company), 52
  • Budget, basis, 1141
  • Built-in fraud cover-ups, types, 694–695
  • Burberry, brand (rejuvenation), 494
  • Bureaucracy, definition, 777
  • Business
    • accountability, society (impact), 459–460
    • advancement, corporate governance (usage), 434
    • conduct, Audit Committee oversight, 613–618
    • continuity, oversight/review, 611
    • economic development, relationship, 448–449
    • ecosystem, changes, 763–764
    • environment, interaction, 1193f
    • function (revolutionization), smart contracts (impact), 561
    • geographic movement, 768
    • global challenges/opportunities, 447–459
    • impact, assessment, 891, 895
    • innovation, smart contracts, 542
    • investments, Audit Committee Charter review, 619
    • learning, 116–117
    • models, disruptive technology (impact), 486
    • plan, development/test, 1015
    • poverty, impact, 448–449
    • practices (limitation), regulatory changes (impact), 343
    • process, identification, 600
    • resilience, oversight/review, 611
    • results, achievement (principles), 1013–1014
    • risks (management), internal controls (usage), 1189
    • size, EU defining criteria, 1182t
    • strategy
      • alignment, 930
      • Compensation Committee, relationship, 893
      • visibility, financial accounts (usage), 601
    • success, 1193
    • technology investment/risk, 518t
  • Business Corporations Act, 970
  • Business Roundtable, 1244
  • Buyout protections, 1078–1079
  • C
  • Cadbury, Adrian, 131
  • CAE. See Chief audit executive
  • Cafaro, Debra A. (Ventas), 52
  • California Public Employees' Retirement System (CalPERS)
    • Governance/Sustainability Principles, 172–173
    • longform requests, 174–175
  • Canada Business Corporations Act, 970
  • Canada, common law (suits), 379
  • Canada Evidence Act, 982
  • Canadian Charter of Rights and Freedoms, legal risk management, 981–983
  • Canadian Coalition for Good Governance (CCGG)
    • Board Engagement Program, 1056–1058
      • effectiveness, 1058
    • board engagements, execution process, 1056–1057
  • Canadian Securities Administrators 2005 Corporate Governance Guideline, National Policy 58-201, 741
  • Cannabis companies
    • board of directors
      • challenges, mergers/acquisitions/consolidation (impact), 1226–1227
      • focus, 1223–1224
    • capital expenditure (CAPEX) budget, overseeing, 1225
    • governance
    • management
    • pay, 1224–1225
    • perception, 1222
    • stocks, number, 1221–1222
  • Capability (performance/viability factor), 287
  • Capacity development, 959–962
  • Capital
    • access, 376
    • charge, calculation, 950
    • cost, reduction, 399, 846
    • efficiency metrics, 932
    • markets, 400
      • models, 1262f
      • understanding, 129–131
    • mobility, 548
    • providers, management engagement, 386
    • risk-free rate of return, investor satisfaction, 638
    • start-up capital, 566
  • Capital expenditure (CAPEX)
    • budget, overseeing, 1225
    • increase, 376
    • investment
      • indicators, 940
      • recommendation/approval, 832
      • reduction, 935
    • involvement, 385
  • Capitalism, symptoms/causes, 627–628
  • Carbon producers, litigation (multiplication), 378
  • Care, duty (requirement), 403
  • Caribbean Community (CARICOM)
    • governance code, 1340
    • local context, 1340
  • Caribbean Community (CARICOM) governance, 1333
    • best practices, development, 1337–1338
    • Caribbean-wide corporate governance framework, challenges, 1338–1339
    • challenges, 1337
    • landscape, 1335–1339
    • local context/circumstances, 1336–1337
    • regional initiatives, 1335–1336
  • Caribbean Corporate Governance Forum (CCGF), 1338–1339
  • Caribbean governance code, 1340
  • Carz, Safra A. (Oracle), 52
  • Cash
    • dollars, manipulation, 699
    • long-term cash, 899
  • Cash received, diversion, 695
  • CD&A. See Compensation Discussion and Analysis
  • Centralized Crypto-Exchanges, definition, 527
  • Centralized system, 560f
  • CFA Institute, 845
  • CG. See Corporate governance
  • Chaebols, 1263
  • Chairmen. See High-performance chairmen; High-performance nonexecutive chairmen; Nonexecutive chairmen
    • annual performance evaluation, provision, 196
    • behaviors, 181f
    • briefing notes, management provision, 152
    • in camera session, 152
    • CEO
      • partnership, 150
      • relationship, 157–158
    • characteristics/experience/skills, examination, 126–135
    • coaching, role, 118
    • considerations, 152
    • conversation, anatomy, 152f
    • corporate secretary, partnership, 150
    • dynamics, shaping process, 153–154
    • evaluation, 160–161
    • finding/developing, 159–160
    • legal counsel, engagement, 137
    • meetings, 149–152
      • time, usage, 152
    • mindset, 127–128
    • model board chair position description, 192
    • orientation/development, 160–161
    • policy/tone, setting, 141
    • position description, 194–196
    • quality/greatness, 148
    • questions, asking, 118
    • recruitment, 160–161
    • role, 158–159
      • clarity, 153
      • decision, 1206–1208
      • success, character/commitment/competencies (requirement), 159
      • unpacking, 149
    • stewardship, 154–157
    • succession, 160–161
  • Challenger, role, 275–276
  • Change, exponential movement, 762–763
  • Channel of distribution. See Distribution
  • Character, chairman requirement, 159
  • Charitable corporation, incorporation, 1131
  • Charitable organization
    • defining, 1132–1135
    • governance, 1129
      • legal options, 1130–1132
    • role, 1135–1138
  • Charter of Rights and Freedoms. See Canadian Charter of Rights and Freedoms
  • Chemours Company, corporate secretary duties/powers/responsibilities, 988–989
  • Chevron, CEO succession planning (best practices), 54
  • Chief audit executive (CAE)
    • appointment approval, 606
    • disciplinary review/dismissal, 606
    • function, philosophy, 608
    • performance review, Audit Committee involvement, 606
    • professional development, 608
    • reporting lines, 606
    • resignation/promotion, 606
    • succession planning, 608
  • Chief Executive Officers (CEOs)
    • accounting entries, interest, 705–706
    • active participation, 71
    • annual CEO personal/corporate goals/objectives, development, 109
    • Annual Operating Plan implementation, 108
    • annual performance reviews, conducting
    • Audit Committee, inactivity, 708–709
    • board of directors, business understanding (disagreement), 707–708
    • candidates, comparison (unfairness), 86
    • chairman
      • partnership, 150
      • relationship, 157–158
    • communication, regularity, 107
    • Company Code of Ethics compliance, 107
    • company day-to-day affairs supervision/management, 107
    • Company Director Code of Conduct provision, 107
    • compensation, 156
    • competency, 209
    • corporation, SEC registrant status (absence), 711
    • dysfunctional horse race, launch (avoidance), 82
    • empathy, absence, 705
    • ethical/decision making, fostering, 106
    • ethical tone, setting, 106–107
    • evaluation, 177–178
    • executives, talent development programs, 80
    • external candidate, recruitment, 67–68
    • external spokesperson, service, 106
    • false self, upholding (requirement), 705
    • feedback, provision, 108
    • financial reporting, establishment/maintenance, 108
    • financial statements, accuracy/completeness/integrity control, 108
    • forever CEO, 79, 92–93
    • grandiosity gap, bridging, 705
    • grant, receiving, 124
    • horse race, 68–69
      • establishment, 67
    • incoming CEOs, 66–67
    • interaction, 1152
    • internal candidate, promotion, 67
    • internal horse race/external search, conducting, 67
    • internal succession, review (formal process), 81
    • lead directors, relationship, 182–183
    • leadership/vision, provision, 106
    • lifestyle, flamboyance, 709–710
    • mandatory retirement, absence, 82
    • market, 59–62
    • minute books, problems, 708
    • model position description, 105
    • myth, persistence, 79
    • narcissism, problem, 705
    • non-core/unusual business activities, impact, 710
    • nonexecutive chairman engagement, regularity, 117–118
    • overpayment recognition, 638
    • partnership, 149f
    • performance evaluation process, effectiveness, 65e
    • position description, 106–109
    • reality, corporate organization chart (disagreement), 707
    • replacement, crisis management, 47–49
    • responsibilities, 106–109
      • transition, 91
    • restatements, 65
    • reward, 123
    • role
      • avoidance, 134–135
      • decision, 1206–1208
    • selection, 155
    • senior Management appointment recommendations, 108
    • service, length, 59e
    • shareholder oversight, 65
    • sitting CEOs, tenure, 59e
    • skills-and-experience profile, 70
    • sounding board, 118
    • strategic plan
      • achievement, 106
      • development/implementation, 107
    • success, chairman role, 158–159
    • succession, 177–180
      • battle, 91
      • dimensions, 78e
      • dynamics, interplay, 78–79
      • lessons, 77
    • succession planning, 58, 890
      • best practices, 53–56
      • charter, 98
      • disclosure, examples, 55–56
      • failure, reasons, 71–72
      • model, 67–69
      • perception, mistakes, 82
      • trends/forecasts, 45
    • successor, naming (pressure), 91
    • talent development, 70–71
    • training, provision, 108
    • transitions, 90–92
    • trends, 46–47
    • turnover, 62–65
    • vision, company operation representation, 706
    • wealth/social status, façade (centrality), 705
  • Chief financial officer (CFO), directors (interaction), 601
  • Chief human resources officer (CHRO), 29, 83, 94–95
    • absence, 956
    • advisor role, 953–954
    • boardroom presence, development, 959
    • communication, 50
    • perception, 83
    • presence
      • ensuring, 957
      • restriction, 956
  • Chief operating officer, execution (elevation), 68
  • Chief risk officer (CRO)
    • appointment, approval, 610
    • board risk oversight/executive leadership, relationship, 749f
    • organizational structure, importance, 599
    • performance review, Audit Committee involvement, 610
    • role, emergence, 748–750
  • Child labor requirements, 607
  • China. See Mainland China
  • Chocolate, sustainability narrative, 435–437
  • Christchurch massacre, board chair reflections, 578
  • Citizens United v. FEC, 1112
  • City Code on Takeovers and Mergers (Takeover Code), 1243
  • Civil justice (Asia-Pacific), 1273
  • Client Management Letter, 604
  • Climate
    • action, accounting, 406
    • change/CO2 emission reporting, compliance, 608
    • climate-related financial disclosures, task force, 339–340
    • climate-related opportunities, assessment/management (metrics/targets), 390
    • climate-related resilience, building, 381
    • climate-related risks, 375f
      • assessment/management, metrics/targets, 390
      • management, board of director knowledge, 385–387
    • disclosure, tools, 355–356
    • governance, 10–13
      • tools, 355–356
    • impacts, recovery, 406
    • opportunity, 375f
      • dynamic, understanding, 374–383
    • risk, dynamic (understanding), 374–383
    • risk/external disclosures, internal assessments (inconsistency), 351
    • sustainability narrative, 437–440
  • Climate change
    • board of director oversight, relationship (director knowledge), 369
    • climate change-related disclosure, board of director knowledge, 387–392
    • climate change-related opportunities, 381–382
      • assessment/management, management role, 388
      • board of director oversight, 388
      • evaluation tools, understanding, 382–383
    • climate change-related risks, 375–378
      • assessment/management, management role, 388
      • audit, 386
      • board of director oversight, 388
      • embedding, 386
      • evaluation tools, understanding, 382–383
    • corporate governance issue, importance, 337–342
    • demand forecasts/assumptions, application, 351
    • director
      • competence/attentiveness duties, 347–348
      • duties, relationship, 335
      • law jurisdiction duties, 344–355
    • disclosure
      • obligations, enforcement, 351
      • problems, director liability, 350–351
    • enforcement gap, problems, 353–355
    • engagement, 340–341
    • ethical corporate social responsibility, 344–346
    • financial risk, 337–338
    • financial risk/return, 344–346
    • financial stability, 338–339
    • impacts, high-level boilerplate forward-looking risk statement, 351
    • incorporation, 342–344, 372–374
    • markets issue, 338–339
    • risks/opportunities, 374
      • analyses, board of director knowledge, 383–385
    • shareholder resolutions, 340–341
    • trust/loyalty, duties, 346–347
    • value creation story, sustainable development goals (impact), 341–342
    • voting, 340–341
  • Cloning exercise, 86
  • Cloud technology, 480–482
  • Code of Corporate Governance, 1241
  • Cognitive ability, 779
    • standardized tests, 84
  • Commission on Public Trust and Private Enterprise (The Conference Board), 1244
  • Commitment
    • ability (board leadership attribute), 257
    • chairman requirement, 159
  • Committee. See Ad hoc CEO succession committee
    • reports, requirement, 152
  • Committee of Sponsoring Organizations (COSO) of the Treadway Commission, ERM, 751, 752f
    • definition, 740
  • Commodity prices, volatility (long-term resilience), 400
  • Common law obligations/restrictions, 1136
  • Commons, political tragedy (prevention), 631–638
  • Common values, organization, 1115–1116
  • Communication
    • skills, importance, 602
    • transparency, relationship, 1139
  • Community intelligence gathering, optimization, 836
  • Companies
    • access, 1053
    • aspirations, McKinsey Global Survey, 772
    • assets/reputation, protection, 156
    • best interests, 320
    • care/loyalty, duties, 320
    • control, 1013–1014
    • day-to-day affairs, CEO supervision/management, 107
    • directors, long-term relationship, 1088
    • dissenter position, creation, 831
    • ESG performance, 442
    • ethical tone, CEO setting, 106–107
    • executive duty, breach (court set-aside), 680–683
    • financial performance delivery, 998
    • financial reporting, internal control (CEO establishment/maintenance), 108
    • financial statements, accuracy/completeness/integrity (CEO control), 108
    • governance standards, importance, 1211–1212
    • growth, investment reduction, 930–931
    • head office/subsidiaries, existence, 374
    • integration, 1013
    • internal competition, 673
    • large listed companies, governance guidance, 1189
    • leadership, board of director engagement, 668
    • lifespan, average, 762f
    • litigation, 378
    • long-term company value, impact, 935
    • Management team, effectiveness (ensuring), 108
    • needs, knowledge/interest/skills, 154
    • non-listed companies, governance standards/codes, 1185–1188
    • participants rights/responsibilities distribution (identification), governance (impact), 631
    • performance
      • capital market/investor expectations evaluation, 400
    • performance targets, 123
    • performance/value (maximization), skills/experience (requirement), 127
    • planning horizon, 383
    • private company governance, public company governance (contrast), 1197
    • private status, keeping, 1198
    • reporting period, impact, 1212–1213
    • self-regulation, enhancement, 1339
    • situation, 1013
    • social media, impact, 581–582
    • stewardship, rise (meaning), 1039–1042
    • strategy, 1013
      • board of director engagement, 668
      • resilience, 390
    • supply chain, existence, 374
    • transactions, impact, 178–179
    • TSR, industry TSR (contrast), 915e
    • value maximization plan, impact, 143
    • values, briefing, 314
  • Companies Act (2006), 1242
  • Companies Act of Singapore, 1241
  • “Companies Shouldn't Be Accountable to Shareholders Only” (Warren), 637–638
  • Company Code of Ethics (CEO compliance), 107
  • Company Director Code of Conduct
    • CEO provision, 107
    • compliance, 320
  • Company directors
    • accountant advice, 687
    • oversight challenges, risks, 657f
    • responsibilities, 320–322
  • Comparables, 678
  • Compensation
    • advisor, strategic plan review, 893
    • decisions, communication, 884–885
    • executive compensation, program design, 874–875
    • HR committee focus, 373
    • law, lessons, 683–684
    • levels, review, 1153
    • negotiation, contract signing (honesty), 679–680
    • outside consultant, hiring, 683
    • performance, pay alignment, 870–871
    • policies, following, 681
    • strategy, 890
    • transparency, importance, 673–674
    • vehicles, selection, 879–880
  • Compensation committee
    • absolute performance metric, relative performance metric (contrast), 880–881
    • advisor, stock ownership, 869
    • agenda, 898t
      • housekeeping checklist, 879e
      • topics, 878e
    • approval, problems, 676–677
    • benefits, 890
    • calendar, 872–879
    • CEO succession planning, 890
    • chair, role, 865
    • charter, 869–870
      • responsibilities, 889–891
    • creation, 683
    • decision making, time (allotment), 684
    • decisions, communication, 884–885
    • discretion, usage, 882–883
    • effectiveness, 861
      • keys, 862–869
    • executive employment agreements, 890–891
    • housekeeping, 878–879
    • independent compensation committee consultant, retention, 999
    • individual performance metrics, usage, 881–882
    • management, relationship, 869
    • meetings, effectiveness, 865–866
    • members
      • business/personal relationship, 868
      • knowledgeability, 863, 865
    • outside advisors, impact, 867–869
    • pensions, 890
    • performance
      • establishment/monitoring/certification, 876–877
      • levels, establishment/monitoring/certification, 877e
      • metrics, selection, 880
      • targets, establishment, 882
    • perquisites, 890
    • proxy disclosure, 877–878
    • regulatory compliance, 891
    • role, 862–863
    • shareholder outreach, 877–878
    • succession planning, 883–884
    • talent development, 883–884
    • variable incentive plan designs, 890
    • vehicles, selection, 879–880
  • Compensation Discussion and Analysis (CD&A), 865, 1041
  • Compensation governance
    • background, 891
    • human capital, relationship, 25–29
    • performance-based executive compensation, relationship, 889
    • process, 891–896
  • Compensation philosophy, 870–872, 890
    • benefits/perquisites, de minimis use, 872
    • establishment, 891–894
    • fair/competitive pay opportunities, provision, 871
    • risk mitigation, 872
    • validation/definition, governance steps, 892–894
  • Competencies. See Board of directors; Director competency
    • absence, 315
    • basis, 223
    • board of directors ETG competencies, 517–519
    • chairman requirement, 159
    • descriptors, 518t–519t
    • director duties, 347–349
    • experience, contrast, 211
    • requirement, Nexus Technologies (impact), 495f
  • Competition Commission of India (CCI), 1246
  • Competition, principles (impact), 631
  • Competitive blindspots. See Boardrooms
  • Competitive compensation marketplace, annual review, 876e
  • Competitive pay policy, impact, 910e
  • Competitors
    • alliances, 343
    • capabilities, 817–819
    • nontraditional competitors, study, 822
    • talent, loss, 343
    • underestimation, 817–819
  • Compliance
    • areas, recognition, 615
    • audit committee process, 615–616
    • automation, 539–545
    • costs, 568
    • importance, audit committee reinforcement, 615
    • management strategy, development, 615–616
    • obligations, meeting (ensuring), 616
    • program, training
      • investment, 616
      • presence, 618
    • register, maintenance (ensuring), 616
  • “Comply-or-else” approach (King IV), 1349
  • “Comply-or-explain” approach (King IV), 1349
  • Computer security standards, development/usage, 619
  • Confederation of Indian Industry (CII), 1246
  • Conference Board, The (Commission on Public Trust and Private Enterprise), 1244
  • Conflict-free independent advisors, 208–209
  • Conflict of interest
    • board response, 195
    • divergence, 325
    • material conflict of interest, existence, 325–326
    • model conflict of interest policy, 323–331
    • policy
      • application, 324–327
      • compliance, 328–330
      • directorial certificate of compliance, 331
      • monitoring/enforcement, 327–328
  • Conflicts of interest, 617
    • management, director inability, 613
  • Conn, Gary (termination/MCA), 676–677
    • problems, court input, 678
  • Consistency, Responsibility, Accountability, Fairness, Transparency, and Effectiveness are Deployed (CRAFTED), application, 402
  • Consistent value, mapping, 272–273
  • Consistent voice, mapping, 272
  • Constating documents, 1136
  • Constructive feedback, 313
  • Consumer protection, rising, 1235, 1236–1237
  • Contingency plans
    • absence, 619
    • secondary sites, importance, 619
  • Continuous improvement, process (implementation), 125
  • Contracts
    • dates, timing (impact), 699
    • signing, honesty, 679–680
  • Control
    • functions, board of director reliance, 715–716
    • mechanism framework, corporate governance provision, 631
    • plans, perceived effectiveness, 722
    • systems, 1142
      • failure, absence, 714
  • Conversation, anatomy, 152
  • “Cooked books,” 698–700
  • Cooperative corporations, incorporation permission, 1131
  • Copy cat, role, 277
  • Core customers, products (sale), 768
  • Corporate board of directors, technology (relationship), 469
  • Corporate boardrooms
    • agenda, human resources (importance), 953
    • HR knowledge gap, contributions, 955–957
  • Corporate by-laws, 326
  • Corporate directors
    • community intelligence gathering, optimization, 836
  • Corporate directors, profession (steps), 835–836
  • Corporate disclosure, corporate security responsibility, 990
  • Corporate earnings, concentration, 535
  • Corporate financial performance, organizational management, 842
  • Corporate governance (CG)
    • approaches, examination, 1237–1247
    • blockchain
      • enhancements, 530–539
      • technology, impact, 526
    • climate change issue, 337–342
    • cross-border corporate governance, 1231
    • DAO role, 534–535
    • DASI role/impact, 538
    • definition, 631
    • developments, monitoring, 990
    • ecosystems, components, 1267–1281
    • ESG issues, 409
    • guidelines, 55–56
    • improvement, 2–3
    • Internet research, 1024f
    • issues, investor communication/engagement, 990
    • King IV definition, 1348
    • outcomes, regulatory arbitrage (impact), 547–548
    • populism, relationship, 624
    • principles, defining (process), 1199–1202
    • public documents, disclosure, 138
    • regulations, 741–744
    • rules and practices (ACGA), 1269–1271
    • rules, enforcement, 1323
    • Rules Scores, Asia-Pacific markets ranking, 1270f
    • scores, Asia-Pacific market categories, 1270t
    • smart contracts, role, 540–541
    • social media, impact, 580–581
    • terms, 527–530
    • usage, 434
  • Corporate Governance and Chairmanship (Cadbury), 131
  • Corporate Governance Guidance and Principles for Unlisted Companies in Europe, 1185
  • “Corporate Governance Principles and Recommendations” (Australian Stock Exchange Corporate Governance Council), 614
  • Corporate Governance Voluntary Guidelines, 1240
  • Corporate officers/directors, salaries/bonuses/stock options (fair market value deviation), 696
  • Corporate opportunity, theft, 673
  • Corporate organization chart, CEO disagreement, 707
  • Corporate reorganizations, 701–702
  • Corporate risk profile, 722
  • Corporate secretary
    • best practices, 992–993
    • chairman, partnership, 150
    • duties/powers/responsibilities, 988–990
    • information packet, usage, 999
    • investors, relationships, 995–997
    • legal origins, 988
    • position, 987
    • proxy statement disclosure draft, 999
    • role, 161
      • expansion, 991–992
      • future, 1000–1001
    • Say on Pay, 995
    • shareholder engagement, 993–994
    • straddling, 997–1000
  • Corporate Secretary, objective (achievement), 327
  • Corporate Social Responsibility (CSR), special interest group, 550
  • Corporations
    • agreement negotiation, problems (court perspective), 677–679
    • collective judgments, 632
    • directors, statutory guidance, 970
    • minute books, problems, 708
    • political speech, impact, 1112
    • SEC registrant, absence, 711
    • sustainability targets, progress, 413
    • transparency/accountability, 413
  • Corruption
    • absence, 1273
    • anti-bribery, relationship, 1254–1255
    • financial risk, 607
    • supply side, approach, 1339
  • Cost reduction, sustainability (relationship), 570
  • Costs savings, climate change-related opportunities, 381
  • Council of Institutional Investors (CII), 170, 1089, 1244
    • longform requests, 174–175
  • Cover-ups, types, 699–700
  • “Cover-yourself” mentality, creation, 777
  • Creation tension, confidence, 602
  • Criminal law, 969
    • regulatory law, legal differences, 974–976
  • Crisis
    • management, board efforts (categories), 343
    • response, 179–180
  • Critical issues, briefing, 314
  • Critical success factors, definition, 314
  • Critical technology, failure, 343
  • CRO. See Chief risk officer
  • Cross-border corporate governance, 1231
    • social/cultural/legacy issues, 1232–1233
  • Crowdfunding, 566
  • Cryptocurrency, definition, 527
  • Cryptography, definition, 527
  • CSX Corp., CEO succession planning disclosure, 56
  • Culture
    • assessment, 608
    • compliance/ethics breaches, reporting (ensuring), 615
    • conundrum, 79, 87–89
    • importance, 599
    • issues, board of director response, 614
    • leadership, relationship, 423–424
    • personal attributes, 154
    • strength, impact, 1148
  • Cumulative ROIC, 934
  • Currency. See Digital currency
  • Current value, 944–946
    • calculation, 950
  • Customers
    • information security, 565
    • loyalty, increase, 400
    • speed, requirement, 494–496
    • value, creation, 931
  • Customization, ERM fundamental, 726
  • Cybercrime, research/concern, 483–485
  • Cybersecurity
    • Audit Committee oversight, 618–622
    • audits, 607
    • breach (Target USA), 508–509
    • importance, 599
    • insecurity, 1253–1254
    • recommendations, 619
    • risks, 549
      • identification, 619
    • skills, consideration, 618–619
    • threats/treatments, Audit Committee Charter review, 620
  • D
  • Dalio, Ray, 627–628
  • Danske Bank, corruption, 1255
  • DASIs. See Digital Asset Security Issuances
  • Data
  • Data & Analytics (LinkedIn group), 849
  • Data Mining (LinkedIn group), 849
  • Data Science Central (LinkedIn group), 849
  • Data security, 568
    • inadequacy, 619
  • Decentralized Autonomous Organizations (DAOs)
    • definition, 527
    • old model, challenges, 534–535
    • practice, 535–536
    • role, 534–535
  • Decentralized exchanges, definition, 527
  • Decentralized system, 560f
  • Decision makers, exponential thinking, 471–475
  • Decision making
    • information impact, theories, 848
    • process, expertise, 618
    • transparency, absence, 617
  • Deferred Prosecution Agreements (DPAs), absence, 979–980
  • Deferred share units (DSUs), 901–902
  • Defined roles, ERM fundamental, 725–726
  • Degree of Freedom model, 1014f
  • Delaware General Corporation Law (DGCL), 1252
  • Deliberative thinking, 655
    • boardroom usage, 665–667
  • Deloitte Haskins Sells, India ban, 1236
  • Delta, governance principles (chairman role description), 175
  • Demand forecasts/assumptions, application, 351
  • Democracy
    • negativity, 626
    • outcomes, 631
  • Deposit Insurance Corporation (DICO), 729
    • board of directors/management, ERM role, 730t
  • Depositories Act, 1240
  • Depreciation, application, 601
  • Derivative financial assets/liabilities, mispricing, 699
  • Design defect, 379
  • Developed market economies, dual-class share firms, 1066
  • Developmental feedback, 313
  • Development committee
    • job description, sample, 1170–1171
  • Development committee, role, 1169–1170
  • Digital assets
    • definition, 528
    • enhancements, 532–533
  • Digital Asset Security Issuances (DASIs)
    • definition, 528
    • role/impact, 538
  • Digital capability, evaluation, 520
  • Digital change, impact, 507
  • Digital currency
    • definition, 528
    • environment, board of director governance (role), 537–538
    • impact, 552–554
    • institutional imperatives, 533–534
    • issuance, principle, 548
    • issuers, regulatory arbitrage (implications), 547–551
    • securities regulatory implications, 545–548
  • Digital transformation, 493–501, 567–568
    • explanation, 493–494
    • steps, 520
  • Digital vision, establishment, 520
  • Digital wallet, definition, 528
  • Digitization, impact, 507–508
  • Di Iorio v. Warden of the Montreal Jail, 982
  • Dillon, Mary (Ulta Beauty), 52
  • Direct-line-of-sight performance metrics, usage, 932
  • Director behavior, 199
    • assessment, 215, 215e–217e
    • board dynamics, relationship, 219, 222
    • dimensions, assessment, 219e
    • examples, 218
    • impact, 245–248
  • Director competency, 199, 209–213
  • Director independence, 199
    • behavior, 215–222
    • board/CEO circumvention, 204–206
    • compromise, 203e–204e
      • amount, acceptability, 207–209
    • movement, 200–201
    • regulatory emphasis, 201–206
    • regulatory focus, impact, 199–200
    • strengthening, best practices, 206
  • Director questions, 283, 386
    • avoidance, reasons, 285
    • dampening, 285–286
    • evasion, 296
    • focus, sharpening, 295–296
    • helpfulness, 287
    • importance, 284–285
    • neutrality, 294–295
    • pacing, 293–294
    • process, 292–296
      • respect, 293–294
    • purpose, 286–288
    • response, 327
    • timing, 288–292
    • triggering, 291–292
  • Directors. See Board of directors; Company directors; Independent directors; Lead directors
    • action
      • approval, 347
      • willingness, 216e–217e
    • agency, avoidance, 289
    • answers, 296–297
      • fuzziness, 296
      • longwindedness/irrelevance, 297
    • attentiveness, duties, 347–349
    • audit committees guide, 597
    • board role, constructive challenge (importance), 237–239
    • CEO succession lessons, 77
    • certificate of compliance, 331
    • challenge, capacity, 216e
    • change, time, 154
    • chief financial officers, interaction, 601
    • clarification/guidance, director questions/requests, 327
    • climate change
      • disclosure liability, 350–351
      • duties, enforcement, 349–350
    • commitment, 216e
    • communication skills, 217e
    • companies, long-term relationship, 1088
    • compensation, 890
    • competence, duties, 347–349
    • conceptual thinking skills, 217e
    • concern, domains, 289–292
    • conduct, 221e
    • conflict of interest policy, 324–331
    • contribution, 239–240
      • discussion/debate, 245–247
      • expectations, establishment, 153
    • corporation question, 980–981
    • counseling/coaching, 153–154
    • credibility/integrity, demonstrations, 320
    • critical/strategic issues, 291–292
    • deference, 285
    • Deferred Prosecution Agreements (DPAs), absence, 979–980
    • disagreement, 297
    • due care, duty (breach), 347–348
    • due diligence, 977–978
      • exercising, 289
      • requirements, 1137
    • dumb questions, fear/avoidance, 285
    • duties, climate change (relationship), 335
    • effectiveness, 293
      • assessment, 222–227
      • increase, questions (usage), 293–296
    • empowerment, 295
    • engagement
      • impediments/benefits, 1093–1094
      • process/timing, dilemma, 794–799
      • style, 241–243
    • ethical perspective, setting, 613
    • ethical standards, demonstration, 320
    • ethnic minorities, percentage, 755
    • evaluations, 181–182
    • financial literacy, 597
      • requirement, 599
    • fraud detection, obligation, 687
    • fundraising, 1172f
    • governance
      • focus, 1098–1100
      • improvement, suggestions, 1102–1105
    • ideas, transitions, 290e
    • indemnity/insurance, 980–981
    • independence/diversity, usage, 1104–1105
    • independence of mind, 201–203, 202e, 203e
      • enhancement, 206e–207e
    • independent judgment, 215e–216e, 236–237
    • independent nonexecutive director classification, 600
    • individual director position description, 320–322
    • individual interviews, examination, 592
    • influence skills, 217e
    • insolvency/jail, 613
    • institutional investors
      • engagement, 1091–1093
      • evaluation, proxy voting (usage), 1096–1098
      • long-term relationship, 1088
    • insurance coverage, ineffectiveness, 613
    • integrity, 216e
    • interview, personal accountant role, 755
    • law jurisdiction duties, 344–355
    • legal advice, 672
    • legal liability, international directions, 983–984
    • liability, 553
    • management
      • capture, 204–205
      • communication, 195
    • model conflict of interest policy, 323
    • model individual director position description, 319
    • organizational loyalty, 216e
    • oversight challenges, risks, 657f
    • owner role, 24, 802–804
    • owners, comparison, 787, 789
    • pay objectives, achievement (problems), 923e
    • perceptions, opinion/bias (impact), 289
    • performance, example, 218e
      • peer review, example, 219e
    • personal relationships, formation, 1050
    • personal risk, 977–978
      • considerations, 613
      • tolerance, 755
    • perspectives, diversity, 240–242
    • prerogative, challenge, 224
    • proactive involvement, 668
    • prosecution, 978
    • questions, 713
    • rapport, maintenance, 294–295
    • recruitment
      • criteria, 836
      • risk-management experience, 668
    • recruitment/retention, committee participation, 195
    • relationships, building, 1102–1103
    • reputation, importance, 613
    • responsibilities, 326, 668, 978
      • avoidance, 289
    • risk
      • awareness, 243–245
      • consideration, 247
      • personal tolerance, 755
      • roadmap, 667–668
    • risk oversight, guide, 719
      • Gap Study, 733–737
    • role, 1131–1132
      • charitable/not-for-profit organizations, role (impact), 1135–1138
    • selection (demonstration), competency (basis), 223
    • situations, clarification, 289
    • skills, 747–748
    • solution-mindedness, 295
    • standard of care, exercising, 289
    • strategy/performance control, 290–291
    • teamwork skills, 217e
    • tenure, 223
      • performance basis, 223
    • trust, building, 153
    • women directors
    • work, effectiveness/constructiveness, 320
  • Director/shareholder engagement, 1051–1055
    • attendees, identification, 1060
    • execution, 1058–1063
    • initiation, reasons, 1059
    • initiators, identification, 1059
    • location, 1061
    • meeting, process, 1061
    • preparation, 1061–1063
    • recording/follow-up, 1063
    • timing, 1061
  • Director/shareholder meetings, 1049
    • engagement, reasons, 1049–1050
  • Directorships, MSCI report, 312
  • Directors' & Officers' (D&O) insurance, 351–352
  • Direct physical impacts, financial impacts, 376
  • Discipline, 1269
  • Disclosure
    • board role, climate change incorporation, 342–344
    • climate change-related disclosure, board of directors knowledge, 387–392
    • obligations, enforcement. See Climate change.
  • Disclosure of Financial and Non-Financial Interests
    • Audit Committee submissions, review, 328
    • identification/review, 327
    • records, maintenance/request, 328
    • review/assessment, 328
  • Disclosure of Interests, receiving, 327
  • Discounted cash flow (DCF) valuation, 950
  • Disintermediating transactions, DLT (usage), 550
  • Dispassion (board leadership attribute), 257
  • Disproportionate voting rights, 1251–1253
  • Dispute resolution (King IV), 1360
  • Disruption game, playing, 826
  • Disruptive technology, impact, 486
  • Disruptors, innovativeness/agility, 499–500
  • Dissent, bias, 829
  • Distributed Ledger Technology (DLT), 532
  • Distributed system, 560f
    • blockchain, relationship, 560
  • Distribution, channel (entry), 768
  • Diversity, planning, 1142
  • Divestitures, approval, 156
  • Documents, access (enhancement), 551
  • Dodd-Frank Wall Street Reform and Consumer Protection Act (2010), 741, 1243, 1247, 1250
  • Do diligence, 976–977
  • Donors. See Fundraising
  • Double-spending attack, definition, 528
  • Drosos, Virginia (Signet Jewelers), 52
  • Drucker, Peter, 775, 1204
  • DSUs. See Deferred share units
  • Dual-class share (DCS)
  • Due care, duty (director breach), 347–348
  • Due diligence, 976–977. See also Board of directors
    • defense, branches (Supreme Court decision), 976
    • directors usage, 977–978
    • exercising, 289
    • requirements, 1137
  • Duty, sense (blindness), 617
  • E
  • Earnings before interest and tax (EBIT), 949
  • Earnings per share (EPS)
    • adjusted EPS, usage, 935
    • calculation, 949
    • performance metric, 935–936
      • problems, 935
    • usage, 123
  • Earthquake, deaths (examples), 614–615
  • EBITDA, usage, 123
  • Economic development, business (relationship), 448–449
  • Economic order, disaffection, 625–627
  • Economic profit, 932
    • calculation, 950
    • value driver tree, 933e
  • Economic rationale, 846–847
  • Economic transition risks, 337
    • exposure, 350–351
  • Ecosystems, 1234
    • components, 1267–1281
    • loss, 449–451
  • EDP audit
    • ineffectiveness, 619
    • technical expertise/effectiveness, upgrading, 619
  • Education
    • advancement, 1134
    • board of director considerations, 569
    • ERM element, 724, 734
    • industry disruption/impacts/considerations, 569
    • sector, impacts, 569
    • workforce development, relationship, 451–453
  • Education Act, R.S.O. 1990, 981
  • Emerging economies, emergence, 1233–1234
  • Emerging technologies, 475–478
  • Emotional dynamic, CEO succession interplay, 78
  • Emotional force, impact, 86
  • Emotional intelligence (board leadership attribute), 257
  • Empathy, absence, 705
  • Employee Retirement Income Security Act of 1974 (ERISA)
    • funds regulation, 1026
    • regulations, issuance, 1091
    • section 404(a)(1), 1097
  • Employees
    • attrition, metric, 852
    • discrimination suits, 343
    • engagement, organizational focus, 843
    • loyalty, increase, 400
    • tenure, metric, 853
  • Energy
    • board of director considerations, 570
    • industry disruption/impacts/considerations, 569–570
    • sector, impacts, 569–570
  • Enforcement (ACGA), 1269, 1271–1272
  • Enforcement practice, legal obligation gap (closure), 335
  • Engagement, ownership/strategy (relationship), 807f
  • Enhanced information disclosure, 844–848
  • Enterprise Risk Management (ERM)
    • board of directors/management involvement, DICO role, 730t
    • COSO definition, 740
    • defining, 740
    • effectiveness, assurance, 747
    • elements, 724–725
    • framework, usage, 611
    • fundamentals, 725–726
    • maturity, board of director oversight (action), 730–731
    • mechanics, 721–723
    • policy, usage, 723
    • risks, usage, 607
  • Enterprise risk management system, climate change-related risk (embedding), 386
  • Enterprise technology governance (ETG)
    • barriers/symptoms/solutions, 514t
    • board-level ETG, barriers, 513–517
    • capability
      • absence, 502
      • problem, analysis, 502–503
      • requirement, 513
    • competency, importance, 502
    • disclosure framework, 516f
    • explanation, 496–499
    • processes, 497
    • questions, asking, 509
    • relational mechanisms, 497–499
    • risk areas, board of director knowledge, 509–513
    • structures, 497
  • Enterprise value (EV), equity market value, 950
  • Enterprise-wide procedures, design, 411
  • Environmental concerns, addressing, 978
  • Environmental issues, identification/management, 420
  • Environmental, social, and governance (ESG), 1256
    • considerations, 1210
    • issues explanations, board of director positions, 1050
    • policies/practices, 1050
  • Environmental & Social Governance (ESG), special interest group, 550
  • Environment, control (values factor), 286
  • Environment, Social, and Governance (ESG), 535, 550
    • criteria, building, 447
    • discussion, 33
    • efforts, 435
    • ESG-related risks, management, 446
    • executive compensation, tying, 458
    • factors, 442
    • funds, 34
    • integration, 441
    • issues, 409
    • matters
    • MSCI ESG Research, 311
    • performance, 442, 459–460
    • policy team, stewardship guidelines/instructions development, 1036
    • profitability, connection, 443, 447
    • research, 1039
    • risk, 19
  • Equanimity (board leadership attribute), 257
  • Equator Principles (EPs), 412–414
  • Equity
    • market value, 950
    • rights/debt, blending, 535
  • ERM. See Enterprise Risk Management
  • ETG. See Enterprise technology governance
  • Ethereum (ETH), definition, 528
  • Ethical corporate social responsibility, 344–346
  • Ethical issues, board of director response, 614
  • Ethical model
  • Ethical values, director monitoring, 613
  • Ethics
    • application, identification, 614
    • Audit Committee oversight, 613–618
    • program training, presence, 618
  • Ethnic diversity, metric, 855
  • European Confederation of Directors' Associations (ecoDa), 1185
  • European Union (EU)
    • business size, definition (criteria), 1182t
    • Regulation and Directive, 1242
  • Executive compensation, 890, 896
    • action, 731
    • ESG, tying, 458
    • framework, design, 156
    • pay levels, 876
    • performance-based executive compensation, 896
    • program design, 874–875, 875e
    • rationale, 896
    • review, 891, 894–895
    • summary placement, illustration, 864e
    • sustainability, connection, 447
  • Executive directors, structured 1-on-1 in-depth interviews, 313
  • Executive employees, compensation levels (review), 1153
  • Executive leadership, 749f
  • Executive management
    • EPS, performance metric problems, 935
    • issues, 293
  • Executive officer, business/personal relationship, 869
  • Executive pay
    • board of director oversight, pay for performance (measurement/improvement), 906
    • competitive pay policy, impact, 910e
    • director oversight, legal advice, 672
    • history, 907–909
    • impact, 920–922
    • objectives, 907
      • measurement, 910–915
  • Executive pay for performance, 28
  • Executive risk governance, fundamentals/elements, 726f
  • Executives
    • Audit Committee/board of directors, relationship balance, 603
    • breach, court set-aside, 680–683
    • directors, interaction, 668
    • employment agreements, 890–891
    • funds payment, company lawsuit (consideration), 684
    • process/compensation results, report, 895–896
  • Executive sessions, usage, 1151
  • Executive summary, usage, 1111–1112
  • Executive team, digital capability (evaluation), 520
  • Expenditures, monitoring/control mechanisms, 1141
  • Expense factor, metric, 851
  • Experience, competency (contrast), 211
  • Exponential thinking, 471–475
  • External audit
    • financial literacy/oversight, 600–605
    • internal audit, interrelationship, 599
    • process, Audit Committee control, 603–604
    • program, focus (impact), 603
  • External auditor
    • activities, problems, 604
    • Audit Committee appointment, considerations, 602–603
    • questions, 604–605
    • relationship, 599
    • selection/appointment, 599
    • technology approach, 603
  • External candidate, 67–68
    • recruitment, 67
  • External costs, accounting, 535
  • External disclosures/climate risk, internal assessments (inconsistency), 351
  • External expertise, usage, 384
  • Externalities, 1112–1113
    • accountancy profession measurement, importance, 639
    • costs, 400
    • scanning, 292
  • External search, conducting, 67
  • External spokesperson, CEO service, 106
  • F
  • Facebook. See Libra Coin
  • Fair market values, problems, 696
  • Fairness, 1269, 1271
  • Faith, 403
  • Family
    • businesses, governance, 1189
    • companies
      • non-family companies, outperformance (contrast), 1266f
      • performance, jurisdiction ranking, 1267f
    • members, dual identity (Mainland China), 1302–1303
  • Family member, defining, 324
  • Federal securities law, 1243
  • Feedback
    • CEO provision, 108
    • constructive/developmental feedback, 313
    • individual written feedback, usage, 315
    • request, 153
  • Fiduciary care breach, expense/disruption (evaluation), 517
  • Fiduciary disclosure, clarity/completeness (UBS decision), 683
  • Fiduciary duty
    • principle, 673–675
    • violation, absence/presence, 673–674
  • Fiduciary, term (derivation), 403
  • Financial accounts, usage, 601
  • Financial audits, requirement (absence), 607
  • Financial Conduct Authority (FCA), 1246
  • Financial controls, weakness, 694–695
  • Financial cover-ups, types, 699–700
  • Financial governance, risk (relationship), 16–23
  • Financial hawk, 275
  • Financial impact, 375f
    • dynamic, understanding, 374–383
  • Financial institutions, governance (improvement), 714
  • Financial internal controls, identification, 601
  • Financial literacy, 597
  • Financial needs, 1012
  • Financial performance
    • company delivery, 998
    • indicators, 850–851
  • Financial Policy Committee, 1246
  • Financial Reporting Council (FRC), 1247
    • coalition setup, 1187
    • stewardship code, 1024, 1025
    • UK Audit Firm Governance Code, 1183–1184
    • UK Corporate Governance Code (2016), 742
  • Financial Reporting Council Nigeria, National Code of Corporate Governance for the Private Sector, 743
  • Financial reporting, financial literacy/oversight, 600–605
  • Financial reporting, transparency, 1269
  • Financial risk management tools, attention, 601
  • Financial risk/return, 344–346
  • Financial Services Act (2010), 1243
  • Financial Services and Markets Act (FSMA), 1242
  • Financial specialists, ranking (problems), 691–692
  • Financial state, 308
  • Financial statements
    • compliance, 605
    • truth/fairness, ensuring, 605
  • Financial statements, signing
    • Audit Committee considerations, 605
    • Audit Committee questions, 604–605
  • Financing, challenge, 1201
  • Fink, Larry, 930, 998, 1031
  • Fire protection, inadequacy, 619
  • Firm
    • financial performance, human capital (link), 842–844
    • resource-based view (RBV), 842
  • Fiscal responsibility, importance, 1140–1141
  • Fit-for-purpose board of directors
    • building, 308–310
    • components, 309–310
  • Fit for purpose, meaning, 308
  • Fixed-term sunset clause, mandatory vote (inclusion), 1076–1078
  • Focus (fit-for-purpose board component), 309
  • Focusing Capital on the Long Term Global (FCLTGlobal), Model Stewardship Code for Long-term Behavior, 1055
  • Food security, business focus, 449–451
  • “Forced capitalists,” 1112–1113
  • Forever CEO, 79, 92–93
  • For-profit organizations (members), diversity (benefits), 1148
  • Founder
    • CEO/chairman role, decision, 1206–1208
    • drive, 1207
    • power, 1207–1208
  • Fraternity style boards, 261
  • Fraud
    • board of director independence, absence, 688–689
    • built-in fraud cover-ups, types, 694–695
    • “cooked books,” 698–700
    • corporate reorganizations, 701–702
    • detection, director obligation, 687
    • financial controls, weakness, 694–695
    • financial risk, 607
    • financial specialists, ranking (problems), 691–692
    • IFRS, 700–701
    • incentive programs, problems, 692–694
    • non-arm's-length/self-dealing, 696–697
    • Ponzi schemes, 697–698
    • risk, 832–833
    • “rubberstamp” consultants, hiring, 690–691
    • signs, director guide, 704
  • FRC. See Financial Reporting Council
  • Freedom, model, 1014f
  • Free markets, outcomes, 631
  • Friedman, Adena (Nasdaq), 52
  • Friedman, Milton, 637
  • Full disclosure, duty (impact), 403
  • Funding arrangements, 601
  • Fundraising
    • board of director members, roles, 1172–1175
    • director fundraising, 1172f
    • donors
      • cultivation, 1173–1175
      • identification, 1172–1173
      • solicitation, 1175–1176
      • stewardship, 1176
    • forms, 534
    • oversight, board of directors (role), 1168–1169
    • staff role, 1176
  • Funds
  • Future value (FV), 944–946
    • calculation, 951
    • driver tree, innovation (relationship), 936e
    • management structure, alignment, 941–944
  • G
  • Garrett, Geoffrey, 625, 627
  • Gartner, technologies (time frame), 477f
  • Gender discrimination, 264
  • Gender diversity, 254–255. See also Boardrooms
    • metric, 855
    • planning, 51–53
  • General Electric Company, corporate secretary (duties/powers/responsibilities), 989
  • General financial performance indicators, 850–851
  • Generational diversity, metric, 855
  • Geopolitical governance, 641
    • adjustments, 651–653
    • analysis, 650
    • anchoring process, 649
    • approach, change, 648–653
    • assessment, 650–651
    • political scenarios, management analysis, 650
  • Geopolitics
    • governance, appearance, 649
    • understanding, adjustment, 651–653
  • Glass Lewis
    • proxy advisory firms, 1247
    • proxy voting guidelines, 1245
  • Global challenges, business opportunities, 447–459
  • Global corporate governance, 37–41
  • Global cultural needs, 1012
  • Global public equity financing, Asia (importance), 1261f
  • Global Reporting Initiative (GRI), 409–410, 845
  • Global Responsiveness and Local Effectiveness (GLOCAL), 1017–1019
  • Global Stewardship Principles (ICGN), 1054–1055
  • Global stock-take, 406
  • Global sustainability initiatives, 407t
  • Global warming, causal connection, 378
  • Goldstone Resources Ltd, MCA, 676–677
  • Good, Lynn J. (Duke Energy), 52
  • Goss, Michelle (Kohl's), 52
  • Go-to-market strategies, competitive threat (emergence), 343
  • Governance. See Agile governance; Corporate governance
    • achievement, principles, 1013–1014
    • activity, chairmen hub, 194
    • board role, climate change incorporation, 342–344
    • breaches, 1006
    • charter, board of director review, 591–593
    • document, robustness, 582–583
    • efficiency/effectiveness, 554
    • enabling discipline, 589–591
    • enterprise technology governance (ETG), 496–499
    • ERM element, 724, 735–736
    • governance-enhancing rationale, 848
    • impact, 631
    • improvement, 714
    • international subsidiaries processes, alignment, 1009–1010
    • meaning, 582
    • mechanisms, 314
    • methods, comparison, 501t
    • responsibilities, day-to-day management (difference), 320
    • responsive governance, 492
    • risks, risks, 658–660
    • rules/enforcement/practices, institution responsibility, 1245–1247
    • standards, importance, 1211–1212
    • structure, 1012
    • traditional governance, agile governance (contrast), 500
  • Governance Committee
    • advice, 321
    • annual assessment, 321–322
    • annual performance assessment, 322
    • focus, 373
  • Governance process
    • long-term incentive plans (review/design), governance process (usage), 897–902
    • review/design, 897
    • usage, 902–904
  • Governing boards, risk management/deliberative thinking, 655
  • Government Linked Companies (GLCs), 1263
  • Government-Listed Investment Companies (GLICs), 1263
  • Government/politics
    • impacts, 568
    • industry disruption/impacts/considerations, 568
    • politicians/government agencies, considerations, 568–569
  • Gradual emergence, external origin, 343
  • Gradual emergence, internal origin, 343
  • Grandiosity gap, bridging, 705
  • Graying. See Independent board of directors; Independent directors
  • Greed, impact, 1209–1210
  • Green Paper on Corporate Governance Reform, issues/rationales, 1186
  • Green scorecards, 753
  • Griffith, Tricia (Progressive Corp.), 52
  • Gross-ups, prohibition, 999–1000
  • Groupthink
    • board of director avoidance, 777–778
    • disruption, 247–248
  • Growth percentage, usage, 123
  • Growth stocks, share value/corporate earnings (concentration), 535
  • Guidelines on Corporate Social Responsibility and Sustainability for Central Public Sector Enterprises, 1240
  • H
  • Hackers, impact, 563–564
  • Hash, creation, 563
  • Hazard identification, director responsibility, 668
  • HCMC. See Human Capital Management Coalition
  • Healthcare
    • board of director considerations, 567–568
    • business issue, 453–454
    • industry disruption/impacts/considerations, 567–568
    • sector, impacts, 567
  • Heterogeneous teams, outperformance, 311
  • Hewson, Marillyn A. (Lockheed Martin), 52
  • Hier apparent, CEO acceptance (absence), 86
  • High-performance chairmen, characteristics/experience/skills (examination), 114
  • High-performance nonexecutive chairmen
    • leadership, time commitment, 125–126
    • responsibilities, examination, 114
  • High-performing directors, examples, 224–225, 225e
  • High-performing individuals, 1147, 1154–1157
  • High-risk sectors (identification), TCFD (usage), 352
  • Hilb, Martin, 1013
  • Hogan Leadership Profile, 84
  • Holism, 131
  • Hollub, Vicki (Occidental Petroleum), 52
  • Home market (differences/similarities), target geography (research), 1016
  • Horse race, 68–69
    • establishment, 67
  • Howey test
    • definition, 528
    • SEC Howey test, 545–546
  • HSBC, guilt, 1006
  • Human capital
    • board committee, establishment, 958
    • compensation governance, relationship, 25–29
    • disclosure
      • improvement, HCMC advocacy, 846
    • disclosure, enhancement, 842
    • firm financial performance, linkage, 842–844
    • health, indicator, 843
    • management
      • focus, 843
      • problems, 841
      • scorecard, establishment, 957–958
    • organizational management, 842
    • value added, metric, 852
  • Human Capital Management Coalition (HCMC), 846
  • Human capital metrics
    • big data approaches, usage, 849–855
    • elevation, economic/governance-quality rationales (usage), 842
    • governance issue, economic/decision-quality rationales, 846–848
  • Human capital ROI (HCROI), 841
  • Human resources (HR)
    • absence, 79, 82–83
    • blindspot, 833
    • capacity development, 959–962
    • committee, compensation focus, 373
    • data analytics, importance, 842
    • executive, boardroom presence (appearance), 959
    • expertise, 957
    • importance, 953
    • knowledge gap
      • addressing, board of directors (impact), 957–959
    • knowledge gap, contributions, 955–957
    • oversight, 1141–1142
    • policies, 314
  • Human rights, business/society issue, 454–457
  • Human system, 773
  • I
  • IBM, corporate governance guidelines/principles (description), 174
  • Ideas
    • negation, board leadership attribute, 257
    • transitions, 290e
  • Identification control procedures, problems, 619
  • Imagine Canada Standards Accreditation Program, 743
  • Immutable record, definition, 528
  • Imposter, role, 276
  • Incentive
    • alignment, 714
    • design, alignment, 930
    • long-term incentive plans (review/design), governance process (usage), 897–902
    • programs, problems, 692–694
    • strength, measures, 906
      • problem, 909–910
    • variable incentive plan designs, 890
  • Income statement, definitions/calculations, 949–951
  • Income Tax Special Purposes Commrs. v. Pemsel, 1134
  • Incoming CEOs, 66–67
  • Incorporation, articles, 1136
  • Indemnity (directors), 980–981
  • Independence, 1269–1271
    • importance, 677
    • judicial independence country ranking, 1274f
  • Independent auditor
    • questions, 604–605
    • selection/appointment, 599
  • Independent board of directors
    • graying, 207–208
    • leaders, functions/responsibilities, 171f
    • leadership, regulatory interest, 173
  • Independent compensation committee consultant, retention, 999
  • Independent directors
    • graying, 207–208
    • protection, action, 728
  • Independent governance, review, 226
  • Independent nonexecutive directors (INEDs)
    • behavioral expectations, 1265–1266
    • classification, 600
    • expectations, differences, 1266t
  • India
    • advertiser ban, 1236
    • boardroom inexperience, 834
    • corporate governance approaches, 1237–1247
    • disproportionate voting rights, 1251
    • governance rules/enforcement/practices, institution responsibility, 1245–1246
    • law/regulation/practices, sources, 1239–1241
    • shareholder empowerment, 1248–1249
  • India, earthquake (deaths), 615
  • Indirect physical impacts, financial impacts, 376
  • Individual director position description, 320–322
  • Industry
    • boundaries
    • disruption/impacts/considerations (blockchain), 564–571
    • dynamics, 400
    • evolution, awareness, 134
    • experience, 133–134
    • expertise (expense), director independence (impact), 199–200
    • external auditor technical expertise, 603
    • industry-based risks, review, 610
    • learning, 116–117
    • standards, director awareness, 978
    • trends (identification), foresight (absence), 819–820
    • TSR, company TSR (contrast), 915e
  • INEDs. See Independent nonexecutive directors
  • Information
    • absence, 289, 297
    • disclosure, enhancement, 844–848
    • distortion, 289
    • information-flow system, management development, 121
    • leadership capability, building (benefits), 506–507
    • risk, board of director considerations, 510t–511t
  • Information Security Standards, usage, 621–622
  • Information System Audit and Control Association (ISACA), governance/control models, 621
  • Information technology (IT)
    • Audit Capability of Internal Audit, Audit Committee Charter review, 620
    • capex investments, recommendation/approval, 832
    • decision-making experience, 505t
    • education, 505t
    • governance
      • capability, requirement, 502–509
      • structures/processes/relational mechanisms, 498f
    • problems, 312, 832
    • projects, problems/risks, 620
    • rapid IT risk response, 515
    • separation, question, 496
    • strategy, 505t
  • Information Technology Infrastructure Library (ITIL), usage, 621
  • Infrastructure Leasing & Financial Services (IL&FS), 1236
  • Initial Coin Offering (ICO), definition, 528
  • Initial Exchange Offering (IEO), definition, 528
  • Initial public offerings (IPOs)
    • Anglosphere capital markets, 1263
    • Asia, dominance, 1261f
    • decrease, investor activism/overregulation (impact), 1209–1210
    • expense, 534
  • Innovation
    • board of director focus, 446–447
    • consideration, 385
    • future value driver tree, relationship, 936e
    • levels, 942e
    • long-term view, adoption, 401
    • management structure, alignment, 941–944
    • requirement, 935
  • Inside-outside model, 69
  • Insider knowledge, usage, 673
  • Insiders, outsiders (contrast), 87
  • Insider trader surveillance, 549–550
  • Insider Trading Code, 1240
  • Institute of Chartered Accountants of India (ICAI), 1246
  • Institutional investors
    • absolute/relative institutional investor ownership, levels, 1279f
    • directors
      • engagement, 1091–1093
      • long-term relationship, 1088
    • engagement, impediments/benefits, 1093–1094
    • fiduciary duties, 1055
    • importance, reason, 1089–1090
    • ISS problem, 925–926
    • long-term ownership, director care, 1090–1091
    • Say on Pay problem, 924–925
  • Institutional Shareholder Services (ISS), 169, 861, 1245
    • assistance, 925
    • Governance QualityScore Technical Notes, 173
    • problem, 925–926
    • proxy advisory firm, 1245, 1247
  • Insurance (directors), 980–981
  • Insurance Regulatory and Development Authority (IRDA), 1246
  • Intangible assets, valuation, 601
    • difficulty, 534
  • Intangibles (measurement), priority scales (impact), 848
  • Integrated reporting, usage, 1353
  • Interaction cycle time (ICT), 780
  • Interaction time/pivot, 780–781
  • Interests (alignment), stock ownership usage (dilemma), 791–794
  • Interim audits, usage, 603
  • Interim financial statement, organization preparation, 603
  • Internal audit
    • action items (reporting), CAE/line manager accountability, 608
    • Audit Committee oversight, 605–609
    • consulting services, provision, 608
    • Enterprise Risk Management
      • framework, usage, 611
      • risks, usage, 607
    • external audit, interrelationship, 599
    • financial audits, requirement (absence), 607
    • function
      • financial risks, 607–608
      • independence, Audit Committee consideration, 607
    • independent/external auditor skills, requirements, 607
    • multi-strand internal audit program, usage (consideration), 616
    • oversight, 599
      • Audit Committee Charter statement, clarity, 606
    • regulatory requirements, 607
    • resources, diversion (false economy), 607
    • tone, setting, 606
    • usage (King IV), 1358
  • Internal Audit Charter, review/approval, 606
  • Internal auditor, closed/in-camera sessions (Audit Committee decision), 609
  • Internal candidate
    • board of director preference, 87
    • promotion, 67
  • Internal communication, preparation, 314
  • Internal controls
    • identification, 600
    • improvements, recommendations, 604
    • management override situations, identification, 604
    • understanding, 602
  • Internal horse race, conducting, 67
  • Internal resources (leverage), opportunities (identification), 315
  • Internal succession, review (formal process), 81
  • International borders
    • ecosystem, 1234
    • governance
      • issues, 1234–1235
      • themes, 1234–1237
  • International companies, subsidiary governance (framework), 1015f
  • International Corporate Governance Network (ICGN), Global Stewardhip Principles, 1054–1055
  • International Financial Reporting Standards (IFRS)
    • basis, 696
    • country adoption, 692
    • dividend rate, combination (problem), 698
    • fraud, 700–701
    • liquidity problems, 698
  • International Integrated Reporting Council (IIRC), 410–411, 845
  • International Organization for Standardization (ISO), 844
    • Social Responsibility Standards (ISO 26000), 411–412
  • International Organization of Securities Commission (IOSCO), 1237
    • best practices, regulatory discipline (relationship), 1267–1268
    • emerging markets, convergence, 1262
  • International Organization of Securities Commissions (IOSCO)
    • best practices, comparison, 1269–1271
    • ESG disclosure, statement, 339
  • International subsidiaries
    • global strategy, 1008
    • governance breaches, examples, 1006
    • governance/business success, ensuring, 1004
    • international strategy, 1008
    • leadership, board needs (alignment), 1010–1011
    • multi-domestic strategy, 1008
    • needs, parent organization (clarification/alignment), 1012–1016
    • processes, governance (alignment), 1009–1010
    • subsidiary/board purpose, parent purpose (alignment), 1007–1009
    • transnational strategy, 1008
  • Interview guide, development, 314–315
  • Invested capital, calculation, 949
  • Investment platform, integration, 1031
  • Investor Responsibility Research Center (IRRC), 845
  • Investors
    • activism/overregulation, impact, 1209–1211
    • communication/engagement, 990
    • corporate secretary, relationship, 995–997
    • decisions, enhancement, 846
    • empowerment, proxy scorecards (usage), 1111
    • expectations, 400
    • governance
      • focus, 1098–1100
      • improvement, 1102–1105
    • litigation, 378
    • protection, rising, 1235–1236
    • proxy voting policies, 1244
    • quality, market ranking, 1280f
    • relations team, involvement, 1103
    • renewal efforts, 222–223
    • responses, 1027–1030, 1104
    • social responsibility/profits connection, 442–443
    • stewardship, rise, 1023
    • voice, 1113–1114
    • vote, earning, 1105
  • Investor Stewardship Group
    • corporate governance principles, 1054
  • Investor Stewardship Group, institutional investors principles, 1054
  • IOSCO. See International Organization of Securities Commission
  • IRRC. See Investor Responsibility Research Center
  • Irrelevant criteria, 79, 85–87
  • ISO 31000, 751
  • ISO38500 (IT Governance Standard), 620–622
  • Issue of Capital and Disclosure Requirements, 1240
  • ITIL. See Information Technology Infrastructure Library
  • J
  • Johnson & Johnson, corporate secretary (duties/powers/responsibilities), 989
  • JPMorgan, London Whale trading loss, 1006
  • Jumpstart Our Business Startups Act of 2012 (JOBS Act), 1243, 1247
  • Jurisdictions
    • director/shareholder engagement, 1051–1055
    • ethical model, validity, 614
    • loopholes, examination, 547–548
    • selection, 548
  • JV, entry strategy, 1234–1235
  • K
  • Kampling, Patricia (Alliant Energy), 52
  • Keane, Margaret (Synchrony Financial), 52
  • Key Agreed Principles (NACD), 1244
  • Key-persons risk, minimization (succession planning), 1189
  • Kim, Hank, 1097
  • King IV Code (South Africa), 1184, 1194
    • applicability, 1350–1351
    • “apply-and-explain” regime, 1349
    • assurance model, refinement, 1358
    • auditor/audit requirements, 1358–1359
    • clarity, increase, 1351–1353
    • compliance, 1357
    • “comply-or-else” approach, 1349
    • “comply-or-explain” approach, 1349
    • conduct, focus, 1347
    • content shifts, 1353–1360
    • corporate governance, 1343
    • dispute resolution, 1360
    • ethical consciousness/leadership, 1344–1347
    • financial statements, multilayered view, 1358
    • foundational elements, 1344
    • governance outcomes, achievement, 1348
    • governing bodies
      • committee delegation, 1354–1355
      • composition, independence (balancing), 1354
      • corporate governance services, 1355
      • implementation, management delegation, 1354
      • performance evaluations, 1355
    • integrated reporting, usage, 1353
    • internal audit, usage, 1358
    • nonbinding advisory votes, shareholder passage, 1357
    • outcomes-based view, promotion, 1347–1348
    • outcomes, ethical context, 1343–1344
    • practices, scaling, 1352
    • principles, 1345–1346
    • remuneration
      • accountability, increase, 1357–1358
      • disclosure, 1357
      • performance measures, usage/impact, 1357
    • risk, definition/opportunities, 1356
    • shareholder activism, 1359
    • social/ethics committees, formation, 1355–1356
    • technology/innovation, governing, 1356–1357
    • voting rights, exercise, 1357
  • King Report on Corporate Governance, 1184
  • Knowledge
    • base, creation, 835–836
    • domain, representation, 311
  • KPMG, India bans, 1236
  • L
  • LAI. See Linkage, ability, and interest
  • Language, usage problems, 289
  • Lanoff, Ian, 1097
  • Large listed companies, governance guidance, 1189
  • Lawton, Alison, 1204
  • Lead directors
    • board of directors, relationship, 183
    • CEO relationship, 182–183
    • crisis response, 179–180
    • identification, 168–169
    • issues, attention, 177–180
    • job descriptions, 174–176
    • new directors, relationship, 184–185
    • responsibilities, 170–176
    • role, organization, 165–167
    • value, nonexecutive chair value (comparison), 169
  • Leadership, 114–116, 1012
    • ability, exemplification, 129
    • board of director engagement, 668
    • culture, relationship, 423–424
    • demonstration, 128–129
    • ERM fundamental, 725
    • failure, Westray mine disaster, 971–973
    • philosophy, briefing, 314
    • provision, 129
    • skills, usage, 602
    • surrender, 81
    • time commitment, 125–126
    • Wates Principle, 1187
    • women, perceptions, 264
  • Leaders, performance/viability factors, 287
  • Leakage costs, increase, 553
  • Learning, chairman approach, 116–117
  • Least-cost mitigation option, 416
  • Left-fielder, role, 276
  • Legal costs, reduction, 567
  • Legal counsel, engagement, 137
  • Legal obligation, enforcement practice gap (closure), 335
  • Legal profession
    • board of director considerations, 567
    • impacts, 566–567
    • industry disruption/impacts/considerations, 566–567
  • Legal requirements, organization compliance, 156
  • Legal risk management (Canadian Charter of Rights and Freedoms), 981–983
  • Lemmers, Niels, 1097–1098
  • Letters patent, 1136
  • Liability provisions, changes, 699
  • Libra Coin (Facebook proposal), DAO (practice), 535–536
  • Linkage, ability, and interest (LAI) fundraising principles, 1172, 1173
  • Link-pins, 1017
  • Liquidity, absence, 553
  • Listing, Prospectus, Disclosure Guidance, and Transparency Rules (LPDT Rules), 1243
  • Litigation, multiplication, 378
  • Litigation risk, 337, 378–381
  • Loan recognition, timing (delay), 699
  • Location-specific data, availability, 384
  • Logistics management
    • board of director considerations, 571
    • impacts, 570–571
    • industry disruption/impacts/considerations, 570–571
  • London Interbank Offered Rate (LIBOR), 1253
  • London Whale trading loss, 1006
  • Longevity economy, 833–834
  • Long Range Incentive Plan (LRIP), elements, 904
  • Long-term assets, expense identification (problems), 699
  • Long-term boards
    • appearance, 24
    • care, 787–789
    • creation, dilemmas, 786, 789
    • directors/owners, roles, 787
    • solutions, 799–806
    • strategy, time, 786, 799–802
  • Long-term cash, 899
  • Long-term CEO succession, board of director discussion, 81
  • Long-term company value, impact, 935
  • Long-term incentives
    • design, rethinking, 944–946
    • pay (Motorola Solutions Inc.), 903f
    • pay (Pepsico Inc.), 900f
    • plans (review/design), governance process (usage), 897–902
    • types, 898–902
  • Long-term interests, recognition/balance, 372
  • Long-term investment strategies, investor focus, 846
  • Long-term performance scorecard, 932
  • Long-term planning, mentorships (relationship), 49–51
  • Long-term sustainable strategies, 1052
  • Long-term value
    • creation, 788
      • advantages, 399
    • glossry, 949–951
    • performance design, 930
  • Loopholes, investigation, 547–548
  • Low-emission energy sources, adoption (climate change-related opportunities), 381
  • Low-performing directors, examples, 224–225, 226e
  • Loyalty, duties, 346–347, 1097
    • imposition, 403
  • LRIP. See Long Range Incentive Plan
  • M
  • Mainland China
    • administrative governance model, transformation, 1296–1297
    • board of director governance
      • descriptive statistics, ownership type basis, 1308t
      • inclusiveness/independence, 1288–1289
      • index, average value (comparison), 1311t
    • board of directors
      • composition/operation, 1294f
      • system, establishment/development, 1288–1296
      • system, introduction, 1290–1292
    • capital markets, immaturity, 1261–1262
    • Chinese listed companies, boards of directors (evaluation), 1305–1311
    • companies, board of directors, 1287
    • corporations
      • boards of directors, initiatives, 1300–1302
    • corporations, board governance reform, 1298–1300
    • economic governance model, transformation, 1296–1297
    • economy, United States economy (decoupling), 627
    • listed companies, board of director governance, 1307–1308
      • average level, 1309f
      • descriptive statistics, 1307t
      • evaluation, 1307–1310
      • index, average value (comparison), 1310t
      • trends (2004-2018), 1308–1309
    • listed companies, board of director structure/operation), 1292–129
    • Nankai corporate governance evaluation
    • performance, 1266
    • private enterprises
      • board of director governance, 1302–1305
      • family members, dual identity, 1302–1303
      • relationship governance model, 1303–1304
      • succession, 1304–1305
    • state-owned enterprises, board governance, 1296–1302
    • state-owned firms, types, 1297–1298
  • Ma, Jack, 636
  • Management. See Risk management
    • accountability standards, implementation, 122
    • activist shareholder, points (review), 142
    • activities, problems, 604
    • blockchain usage, board of director questions, 551–552
    • board of directors
      • boundaries, 195
      • decision/direction, clarification, 152
      • interaction, questions (assistance), 287
      • relationship, report, 220e
    • briefing notes provision, 152
    • capture, examples, 204–205
    • compensation committee, relationship, 869
    • day-to-day management, governance responsibilities (difference), 320
    • decisions (improvement), discussions (impact), 221e
    • directors
      • communication, 195
      • disagreements, 297
    • engagement, authority, 610
    • executive management, issues, 293
    • external expertise, usage, 384
    • facilitation, conflict of interest, 226–227
    • incentive programs, influence, 122–124
    • independent/external auditor, working relationship, 605
    • information-flow system development, 121
    • leadership, CEO provision, 106
    • nonexecutive chairman engagement, regularity, 117–118
    • practices, evolution, 1189
    • reporting format development, 121
    • representation letters, external auditor search, 604
    • resources, ERM fundamental, 726
    • risk-based decision making, 740
    • risk, cascaded accountabilities, 750t
    • structure, 942e
      • alignment, 930
      • innovation/future value, alignment, 941–944
    • trust, building, 153
      • reaction, impact, 222e
    • TSR performance metric problems, 940
    • value maximization plan development, 121
    • vision/plans, articulation, 1053
    • work, effectiveness/constructiveness, 320
  • Manager, development program (presence), 618
  • Mandatory retirement, absence, 82
  • Market
  • Marketplace behavior, social media attack, 585–586
  • Market Stock Units, 904
  • Material conflict of interest, existence, 325–326
  • Material economic transition risks/physical risks, disclosure failure, 350
  • Material financial risks, director disregard, 346
  • Materiality, risk management (relationship), 415–416, 427
  • May, Theresa, 625
  • MCA. See Goldstone Resources Ltd
  • McGoey, Gerald (compensation), 681
  • Mechanics (fit-for-purpose board component), 309
  • Medium company governance, 36–37
  • Meeting time, usage, 152
  • Men investors, investment considerations, 1030–1031
  • Mentorships, long-term planning (relationship), 49–51
  • Mergers and acquisitions (M&As), entry strategy, 1234–1235
  • Metrics. See Human capital metrics
    • absence, defining, 932–935
    • types, 851–852
  • Milestones
    • measurement, 129
    • timeline, usage, 315
  • Millennials
    • investment perspective, 1030
    • net worth, 1030
    • savers, attitudes, 1030–1031
  • Millstein Governance Forum, 1051
  • Mindset, 127–128
  • Ministry of Corporate Affairs (MCA), 1246
  • Mission, 308
    • maximization, 1146
    • planning, 1138–1139
  • Mitigation strategies. See Boardrooms
    • monitoring, 747
  • Mobility, metric, 850, 852, 853
  • Model board chair position description, 192
  • Model CEO position description, 105
  • Model conflict of interest policies, 323
  • Model individual director position description, 319
  • Model Stewardship Code for Long-term Behavior (FCLTGlobal), 1055
  • Modern Corporation, The (Berle), 1120
  • Monsanto, company TSR/industry TSR (contrast), 915e
  • Mooney, Beth E. (KeyCorp), 52
  • Moral duty, 403
  • Moral panic, political policy proclivity, 973–974
  • Morice v. Bishop of Durham, 1134
  • Morrison, Patricia, 1200
  • Motorola Solutions Inc., long-term incentive pay, 903f
  • MSCXI Index, report, 312
  • Mueller, Matthias, 1237
  • Multinational enterprises, OECD guidelines, 408–409
  • Multinationals, governance issues, 1253–1256
  • Multi-strand internal audit program, usage (consideration), 616
  • Mutual funds, proxy voting, 1026
  • Myth (CEO), persistence, 79, 93–95
  • N
  • Nankai corporate governance evaluation
  • NAPF, 845
  • Narrative descriptions, 990–991
  • National Association of Corporate Directors (NACD)
    • Advisory Council on Risk Oversight, 743
    • blockchain analysis, 559
    • CEO succession study, 48, 94
    • corporate board confidence report, 502
    • cybercrime research, 483–484
    • Key Agreed Principles, 1244
    • Public Company Board Director Compensation Survey, 169
    • Public Company Governance survey, 740
  • National Code of Corporate Governance for the Private Sector (Financial Reporting Council of Nigeria), 743
  • National Company Law Tribunal, Registrar of Companies (ROC), 1246
  • National Voluntary Guidelines on Social, Environmental, and Economic Responsibilities of Business, 1240
  • Natural disasters, 343
  • Negative feelings, suppression (values factor), 286
  • Negligence, 379
  • Neo-liberal responses, problems, 628–630
  • Netflix, board materials, 801
  • Net income, calculation, 949
  • New directors, lead directors (relationship), 184–185
  • “New Paradigm, The” (Wachtell, Lipton, Rosen & Katz), 1052–1053
  • New York City Pension Funds, 1247
  • New York Stock Exchange (NYSE), 1243, 1261
    • Corporate Governance Guidelines revision, 741
    • Listed Company Manual, 1250
  • New York Times brand (rejuvenation), 494
  • Nexus Technologies, impact, 495f
  • NFPs. See Not-for-profit organizations
  • Nigeria, banking industry (consolidation), 1233
  • Nominating Committee
    • advice, 321
    • annual assessment, 321–322
    • annual performance assessment, 322
  • Non-arm's-length/self-dealing, 696–697
  • Nonbinding advisory votes, shareholder passage, 1357
  • Nonexecutive chairmen, 113
    • candidate, industry experience, 134
    • CEO/management engagement, 117–118
    • characteristics/experience/skills, requirement, 127
    • holistic perspective, 131–132
    • value, lead director value (comparison), 169
  • Nonexecutive directors
    • public directorships, limitation, 223
    • structured 1-on-1 in-depth interviews, 313
  • Non-financial internal controls, identification, 601
  • Nonfinancial metrics, usage, 401
  • Nonfinancial targets, risks/performance (assessment), 401
  • Non-listed companies, governance standards/codes, 1185–1188
  • Non-negotiables, 1011–1012
    • identification, 1016
  • Nontraditional partnership, requirement, 401
  • Not-for-profit organizations (NFPs), 1145
    • accountants/auditors, competency (ensuring), 1153–1154
    • advocates, importance, 1156
    • annual reviews, conducting, 1150–1151
    • annual work board member plans, 1150–1152
    • board of director members
      • ambassador role, 1165
      • attendance, problems, 1159–1160
      • domain expertise, capitalization, 1148–1149
      • engagement, tracking, 1151
      • expectations, alignment (ensuring), 1150
      • independence, assertion (failure), 1161
      • recruitment process, 1150
      • skills/connections/resource needs, 1150
    • board of directors
      • chair/CEO roles, separation, 1149
      • fundraising best practices, 1164
      • identification/characteristics, 1147–1148
      • meetings, preparation, 1154
      • problems, 1157–1162
      • role, 1146
      • service, term limits (application), 1149
      • skills-based matrix, power/limitations, 269–272
      • underperformance, characteristics, 1157–1161
      • underperformance, individuals (involvement), 1161–1162
    • CEOs
      • domination, problem, 1157–1158
      • interaction, 1152
    • committee structure, oversight/mission support, 1149
    • composition, 1148–1149
    • conflict, avoidance, 1158–1159
    • culture, 1148
    • defining, 1132–1135
    • donor role models, 1156–1157
    • employees, appreciation (failure), 1162
    • executive employees, compensation levels (review), 1153
    • executive sessions, usage, 1151
    • experience, 1145
    • founder, domination (problems), 1157–1158
    • free riding/social mooching, problems, 1160
    • governance, 34–35, 1129
      • legal options, 1130–1131
    • high-performing individuals, 1154–1157
    • institutional processes/structures/relationships, building, 1153
    • legal obligations/risks, member familiarity (failure), 1161–1162
    • material conflicts of interest, 1159
    • meaning, buy-in, 1155
    • members, diversity (benefits), 1148
    • mission
      • experiencing, willingness, 1154–1155
      • maximization, 1156
      • volunteer buy-in, 1155
    • operations, familiarization, 1154
    • outside support, failure, 1160–1161
    • processes, 1150–1154
    • role, 1135–1138
    • social club atmosphere, problem, 1158
    • strategic review, conducting, 1152
    • structure, 1149
    • succession planning, 1151–1152
    • values, 1148
    • virtue signaling, problems, 1160
  • Novakovic, Phebe N. (General Dynamics), 52
  • O
  • Oblivious board of directors, 261
  • Occupational Health and Safety Act, 977
  • Office of Superintendent of Financial Institutions (OSFI)
    • governance guidelines, updating, 200
    • Guideline on Corporate Governance revision, 741
    • questions, 714
  • Officers, due diligence requirements, 1137
  • One trick pony, role, 277
  • Open banking, 1254
  • Open-mindedness (board leadership attribute), 257
  • Operating costs, increase, 376
  • Operational excellence, measurement, 931
  • Operation cost, reduction, 399
  • Opportunities analyses, board of director knowledge, 383–385
  • Opportunity (Wates Principle), 1187
  • Optimists, approach, 627
  • Organisation for Economic Co-operation and Development (OECD)
    • Corporate Governance Factbook, 302, 312
    • guidelines, 408–409
  • Organizational blindspots. See Boardrooms
  • Organizational stewardship, 155–156
  • Organizational system, 773–774
  • Organization risk
    • determination, 155
    • function, internal audit function independence (Audit Committee consideration), 607
    • holistic definition, 743
    • mitigation techniques, 612
    • profile, effort level, 603
    • review, 610
  • Organizations
    • abilities, 779
    • advisors, understanding, 602
    • asset management, 1141
    • compliance, audit committee compliance, 615–616
    • consulting services, internal audit provision, 608
    • culture, 1136
    • digital vision, establishment, 520
    • diversity culture, impact, 264
    • ethical/cultural behavior, driving, 602
    • ethical/cultural values, profit delivery (contrast), 617
    • ethical values, director monitoring, 613
    • factors, 1136–1137
    • focus, 844–846
    • governance
      • director role, 1131–1132
      • standards/codes, 1183–1186
    • independent security review, 619
    • insurance plans/policies, review (authority), 611
    • interim financial statement preparation, 603
    • net assets/activities, financial statement representation, 604
    • operations, technology/cybersecurity (importance), 599
    • opportunities/risks, 507–508
    • portfolios, human capital management focus, 843
    • problems, attention, 614
    • programs, alteration, 1140–1141
    • purpose/direction/strategy, setting, 155
    • resources, execution, 155
    • response, effectiveness, 611–612
    • risk, 740
    • skill shortage, 503–504
    • strategic objectives, pay elements (consistency), 871
    • strategic plan, pursuit, 740
    • structures, 1139–1140
    • sustainability, integration, 423–425, 429–430
    • whistleblower termination, financial consequences, 617
  • OSFI. See Office of Superintendent of Financial Institutions
  • Outside advisors
  • Over-contributor, role, 277–278
  • Overregulation, fear, 1209–1210
  • Overseas tax evasion, 1255–1256
  • Oversight. See Risk oversight
    • ERM element, 736
  • Owners, directors (comparison), 787, 789
  • Ownership
    • engagement/strategy, relationship, 807f
    • form, 1234–1235
    • structure, 308
  • P
  • Pacific Coast Coin Test, definition, 529
  • Panel on Takeovers and Mergers (Takeover Panel), 1243, 1245, 1247
  • Panic, object, 973
  • Parent
    • operating needs, identification, 1011–1012
    • organization, subsidiary needs (clarification/alignment), 1012–1016
    • purpose, international subsidiaries/board purpose (alignment), 1007–1009
  • Paris Climate Agreement, 406
    • goals, implementation, 351
  • Participants, consent (blockchain), 558
  • Past, anchoring, 823–824
  • Pay. See Executive pay; Say on Pay
    • control, 884–887
    • differences, elimination, 916e
    • objectives, achievement (problems), 923e
    • pay for performance, benchmarking, 919–920
    • perfect pay calculation, sharing formula (derivation), 919e
    • perfect pay plans, measurement analysis (design implications), 915–919
    • performance, alignment, 879–883
    • program, public ambassadors (service), 885–886
    • target pay, trailing relative performance (connection), 916e
  • Pay for performance
    • achievement, 917–918, 927
      • pay-plan design, usage, 906
    • analysis, 914
    • assessment, measures, 926
    • benchmarking, 907, 919–920
    • definition, 914
    • design, 918
    • dimensions, measurement (choices), 921
    • disclosure, recommendation, 911
    • explanation, 946–947
    • goal, 914
    • governance, 42
    • impact, 918
    • improvement, 906, 913
    • measurement, 906, 913, 915
    • pay plan, 918
    • problems, 927
      • prevalence, 923
    • relative TSR, usage, 921
    • transparency, 634
    • undermining, 28
  • Pay-plan design, usage/understanding, 906
  • Peer group
    • development, 893
    • establishment, 891–894
  • Peer-to-Peer (P2P) transactions, definition, 528–529
  • Pensions and Lifetime Savings Association (PLSA), 845, 1247
  • Pensions & Investment Research Consultants Ltd. (PIRC), 1247
  • People
    • fit-for-purpose board component, 309
    • treatment, asset/cost perspective, 634–636
  • Pepsico Inc.
    • Equity Performance Units, 902
    • long-term cash awards, 902
    • long-term incentive pay, 900f
  • Perfect pay calculation, sharing formula (derivation), 919e
  • Perfect pay plans
    • component, 917e
    • measurement analysis, design implications, 915–919
  • Perfect performance share plan, math, 918e
  • Performance
    • absolute performance metric, relative performance metric (contrast), 880–881
    • culture, ensuring, 155
    • defining, 932–935
    • design, 930
    • direct-line-of-sight performance metrics, usage, 932
    • directors, control, 290–291
    • enhancements, track record (demonstration), 134
    • explanation, 946–947
    • individual metrics, usage, 881–882
    • long-term performance scorecard, 932
    • metrics, 935–936
      • selection, 880
    • pay, alignment (best practices), 879–883
    • performance-based cost, 906
    • performance-based executive compensation, 896
      • compensation governance, relationship, 889
    • performance-based incentives (design), governance process (usage), 902–904
    • standards, setting/achieving, 129
    • targets, establishment, 882
  • Performance share units (PSUs), 901
  • Permissioned access, usage, 551
  • Permissioned blockchain, definition, 529
  • Permissionless blockchain, definition, 529
  • Persistent myth. See Myth
  • Personal impact, mindfulness (board leadership attribute), 257
  • Personal liability, risk (materiality), 352–353
  • Personal preferences, 86–87
  • Personal responsibility, acceptance (ethic), 132–133
  • Personal risks
    • director
      • consideration, 613
      • usage, 977–978
    • tolerance, 755
  • Philanthropy, culture, 1166–1167
  • Physical abilities, 779
  • Physical risk, 337
    • management assessment, 384
  • Physical transition risks, exposure, 350–351
  • PLSA. See Pensions and Lifetime Savings Association
  • Poetsch, Hans-Dieter, 1237
  • Poison pills, 1252
  • Political dynamic, CEO succession interplay, 78–79
  • Political policy proclivity, moral panic, 973–974
  • Political risk, 642–645
  • Political scenarios, management analysis, 650
  • Political tragedy, prevention, 631–638
  • Politics
    • board of director imperative, 646–648
    • external input, 650–651
    • management ability, increase, 645–646
  • Ponzi schemes, 697–698
  • Poppe, Patricia K. (CMS Energy), 52
  • Populism
    • corporate governance, relationship, 624
    • neo-liberal responses, problems, 628–630
    • optimists, approach, 627
    • outrage, 625–626
    • problems, 630–631
    • return, question, 625–630
    • rise, economic phenomenon, 626
  • Portfolio managers, leadership, 1037
  • Position Description, amendments, 109
  • Positive agitation
  • Potentiality (performance/viability factor), 287
  • Poverty
  • President, executive (elevation), 68
  • Press, freedom (ranking), 1276t–1277t
  • Price/earnings ratio (P/E ratio), calculation, 951
  • PrimaryMarkets
    • business
      • challenge, 572
      • profile, 571–572
    • finance industry case industry, 571–574
    • implementations, 573
    • industry background, 572
    • results, 574
    • solutions, 572–573
  • Principal-agent theory, 791
  • Principal cost theory, 1071–1072
  • Principle E (Investor Stewardship Group), 1054
  • Principles of Corporate Governance (ALI), 1244
  • Priority scales, derivation, 848
  • Privacy laws, 1253–1254
  • Private blockchain, definition, 529
  • Private companies
    • attractiveness, 1210–1211
    • board of directors
      • challenge, 1202
      • members, impact, 1208
      • relationships, 1203–1204
      • role, 1205–1206
    • cultural differences, 1205
    • culture, contrast, 1204–1205
    • governance
      • challenge, 1203
      • executives, embracing, 1213
      • model, quality, 1211
      • public company governance, contrast, 1197
      • standards, maintenance, 1213–1214
    • oversight, SEC role, 1208–1209
    • public companies, similarities, 1199
    • SEC regulation, 1209
  • Private cryptographic keys, definition, 529
  • Private director/shareholder engagement
  • Private entity, acquisition candidate setup, 1210
  • Private nuisance, 379
  • Private ordering, 1072–1073
  • Proactive engagement, 179
  • Probation order, purposes, 980
  • Process
  • Processes, rethinking, 636–638
  • Product
    • innovation, 399
    • launches, failure, 343
    • social media attack, 584
  • Productivity factor (revenue factor), 851
  • Professional auditors (Asia-Pacific), 1280
  • Professional board of directors (Asia-Pacific), 1275–1279
  • Professional capital, impact, 255–256
  • Professional standard review, Audit Committee oversight (Institute of Internal Auditors requirement), 606
  • Profitability, ESG (connection), 443, 447
  • Profits
    • delivery, ethical/cultural values (contrast), 617
    • economic profit, 932
      • value driver tree, 933e
    • generation, 1031
    • making, insider knowledge (usage), 673
    • social responsibility, investor connection, 442–443
  • Progressive board of directors, 261
  • Project Finance Advisory Services, 412
  • Project management, enterprise approach, 621
  • Project-Related Corporate Loans, 412
  • Property damage, litigation, 378
  • Provincial Offences Act, 981
  • Proxy
    • advisory firms, 1245, 1246
    • disclosure, 877–878
    • scorecards, impact, 1111
    • statement, 56, 1053
      • disclosure, corporate secretary draft, 999
    • voting, 550–551, 1026
      • policies, 1244
      • real-time proxy voting disclosure, 1116–1118
      • usage, 1096–1098
  • Prudence, 1097
  • Prudential Regulation Authority (PRA), 1246
  • PSUs. See Performance share units
  • Public companies
    • board of directors
    • cultural differences, 1205
    • culture, contrast, 1204–1205
    • emergence, dual-class share (avoidance), 1212
    • governance, private company governance (contrast), 1197
    • private companies, similarities, 1199
  • Public Company Accounting Oversight Board (PCAOB), 1247
  • Public Company Board Director Compensation Survey (NACD), 169
  • Public documents, disclosure, 138
  • Public nuisance, 379
  • Public policy statements, 1039
  • Published financial statements, integrity (ensuring), 156
  • Purpose (Wates Principle), 1187
  • Q
  • Qualified Risk Director
    • action, 727–728
    • leadership, 723
  • Quantitative/qualitative language, usage (examples), 612
  • Quantitative/qualitative questions, usage, 314–315
  • Quantitative/qualitative statements, usage, 611–612
  • Quantum computing, 483
  • Questions. See Director questions
  • R
  • Raab, Michael, 1200, 1207
  • Rapid IT risk response, 515
  • Rapid risk response, 513–517
  • Rational dynamic, CEO succession interplay, 79
  • Rationality (values factor), 286
  • RBV. See Resource-based view
  • Reactionary board of directors, 261
  • Reactive engagement, 179
  • Real estate
    • board of director considerations, 566
    • impacts, 566
    • industry disruption/impacts/considerations, 566
  • Real-time financial reporting, streamlining, 551
  • Real-time proxy voting disclosure, 1116–1118
  • Recruitment
    • risk management, 569
    • sources/tools, evolution, 271f, 280f
    • women recruitment, supply/demand barriers, 264
  • Recurring events. See Compensation committee
  • Red faces, 753
  • Refunds, diversion, 695
  • Regulatory arbitrage
    • definition, 529
    • impact, 547–548
    • implications, 547–551
    • STOs, combination, 546–547
  • Regulatory enforcement, loopholes, 547–548
  • Regulatory environment, 308
  • Regulatory law, 969
    • criminal law, legal differences, 974–976
  • Regulatory licenses, scope/type (requirement), 548
  • Regulatory reporting, compliance, 608
  • Reinvention, continuousness, 767–771
  • Relational mechanisms. See Enterprise technology governance; Information technology governance
  • Relationship stewardship, 157
  • Relative pay
    • relative performance, relationship, 912e
    • relative TSR, contrast, 913e
  • Relative peer performance, comparison, 947e
  • Relative performance metric, absolute performance metric (contrast), 880–881
  • Relative total shareholders return, 950
  • Religion, advancement, 1135
  • Reluctant retiree. See Retiree
  • Remuneration
    • accountability, increase, 1357–1358
    • Wates Principle, 1187
  • Rentler, Barbara (Ross Stores), 52
  • Reporting formation, management development, 121
  • Reputation
    • focus, 632–634
    • importance, 613
    • social media, relationship, 1032–1033
  • Research and development (R&D), investment
    • indicator, 940
    • reduction, 935
  • Reserves write-offs, 376
  • Resource-based view (RBV), 842–843
  • Resources
    • constraints, volatility (long-term resilience), 400
    • efficiency, climate change-related opportunities, 381–382
    • stewardship, 287
  • Responsibility, avoidance, 289
  • Responsible investment, principles, 409
  • Responsive governance, 492
  • Restatements, 65
  • Restricted share units (RSUs), 900–901
  • Restructuring, 699
  • Retention/attrition/mobility metrics, 850, 852
  • Retiree, reluctance, 79, 81–82
  • Return on equity (ROE), 932
    • calculation, 949
  • Return on invested capital (ROIC), 932
    • calculation, 949
    • cumulative ROIC, 934
    • metrics, usage, 933
    • sustaining, 931
    • usage, 123
  • Revenues
    • generation, non-core/unusual business activities (impact), 710
    • growth, 949
    • reduction, 376
  • Revisit, Inform, Act, Watch (quadrants), 478f
  • Risk
    • acceptance, 612
    • adjustment, 897
    • analyses, board of director knowledge, 383–385
    • appetite, 714, 723
    • appetite statement
      • development challenges, 611–612
      • objectives, clarity, 612
    • area governance structure, 745f
    • assessment
    • avoidance, 612
    • board of director role, action, 728–729
    • clock speed, 722
    • committees, planning, 723
    • culture, 714
      • assessment, 743
      • sustainability, 717–718
    • director consideration, 247
    • directors, risk awareness, 243–245
    • economic transition risks, 337
    • exposure
      • denial/material understatement, 351
      • reduction, mitigation (impact), 743
    • financial governance, relationship, 16–23
    • financial risk/return, 344–346
    • function, internal audit function independence (Audit Committee consideration), 607
    • identification, 610
      • exercise, 722
    • industry, strategy tools (development), 836
    • inter-connectivity, 722
    • King IV definition, 1356
    • limits, 743
    • litigation risk, 337
    • managed proposals/decisions, review/challenge power, 610
    • materiality. See Personal liability.
    • mitigation, 386, 722
      • techniques, 612
    • owners, identification, 722–723
    • physical risk, 337
    • political risk, 642–645
    • polygon
    • rapid IT risk response, 515
    • rapid risk response, 513–517
    • reduction, 566, 612
    • register, creation, 722
    • regulatory requirements, 607
    • reporting, 714
    • risk-based decision making, board of director culture (impact), 755
    • risk-informed strategic plan, approval, 747
    • sharing, 612
    • software, usage, 723
    • strategies, monitoring, 747
    • systems effectiveness, assessment (director questions), 713
    • systems effectiveness, assessment process, 714–718
    • taking
      • culture support, 716–717
      • incentive alignment, 714
    • tolerance/limits, 714
    • Wates Principle, 1187
  • Risk governance
    • approach, 744
    • assurance, 753
      • framework, implementation, 754t
    • defining, 740
    • demographic influencers, impact, 754–756
    • do diligence, 976–977
    • due diligence, 976–977
    • effectiveness, advice, 756t
    • elements, 714
    • expectations, 741–744
    • framework, 744f
      • implementation, 754
    • implementation, 754t
    • oversight
      • board of director engagement, 660–664
      • process, 740
    • policy, 750–753
      • implementation, 754t
    • practice/demographic impacts, 739
    • structure, 744
      • establishment, 740
      • integrated strategy, relationship, 746f
      • success factors, 749t
    • systems, effectiveness (attention), 714
  • Risk, limits (setting), 740
  • Risk management, 399, 655, 714, 775
    • Audit Committee oversight, 609–613
    • board of directors, role, 715
    • culture
      • support, 716–717
    • materiality, relationship, 415–416, 427
    • oversight, board of director role (climate change incorporation), 342–344
    • process, integration, 388
    • systems, placement (ensuring), 740
  • Risk oversight
    • accountability, reinforcement, 743
    • approach, 743
    • board of director charter inclusion, 747
    • board of directors, self-organization process, 744–747
    • charter, usage, 610–611
    • director guide, 719
  • Rometty, Virginia M. (IBM), 52
  • Rosenthal, Lesley, 1147
  • Round trips (inventory), 710
  • Royal jelly, 61–62
  • RSUs. See Restricted share units
  • “Rubberstamp” consultants, hiring, 690–691
  • Russia
    • companies, self-regulation (enhancement), 1339
    • corporate governance, 1316
      • origins, 1316–1319
    • corruption, supply side (approach), 1339
    • goals, 1339–1340
    • internal governance structure, societal recognition, 1339
    • Sberbank CIB, analysts (problems), 1328–1329
    • SOEs, governance (refinement), 1322–1327
    • wealth, controls, 1319–1322
  • R. v. F.(J.), 981
  • R. v. Sault Ste. Marie, 978
  • S
  • Sales revenue, recording exaggeration, 699
  • SAR. See Share appreciation rights
  • Sarbanes-Oxley Act (SOX), 1208, 1243, 1247
  • SASB. See Sustainability Accounting Standards Board
  • Say on Pay, 884–887
    • corporate secretary, impact, 995
    • institutional investors, problems, 924–925
    • irritants, elimination, 884
    • program, public ambassadors (service), 885–886
  • Sberbank CIB, analysts (problems), 1328–1329
  • Scams, risk, 832–833
  • Scope creep, 620
  • SDGs. See United Nations Sustainable Development Goals
  • Sears
    • subsidiary governance, framework, 1015f
    • trans-cultural conduits, 1018f
  • Secondary sites, importance, 619
  • Securities Act of 1933, 1243, 1247
  • Securities and Exchange Board of India (Takeover Code), 1240, 1247
    • responsibility, 1245–1246
  • Securities and Exchange Commission (SEC)
    • extraterritorial reach, 545
    • Howey test, 545–546
    • listed company disclosure, 741
    • oversight role, decision, 1208–1209
    • private company regulation, 1209
  • Securities and Futures Act of Singapore (SFA), 1241
  • Securities Contracts (Regulation) Act, 1240
  • Securities Exchange Act of 1934, 1243
  • Securities Industry and Financial Markets Association (SIFMA), 846
  • Securities laws, investor litigation, 378
  • Security breaches, risk, 832–833
  • Security token
    • issuances, board considerations, 549–552
    • issuer, definition, 529
    • platform, definition, 529
    • protocols/voting rights, extension, 542–544
  • Security Token Offerings (STOs), 534
    • definition, 529
    • launch, jurisdictional considerations, 538–539
    • liquidity, absence, 553
    • regulation, absence, 553
    • regulatory arbitrage, combination, 546–547
  • Self-assessments, tests, 84
  • Senior executive management lifestyle, flamboyance, 709–710
  • Senior Management, appointments (CEO recommendations), 108
  • Senior staff member/director, social media personal attack, 586–587
  • “Sense of Purpose, A” (Fink), 998
  • Service Level Agreement (SLA) requirements, monitoring (absence), 499
  • Service Organization Reports, usage, 622
  • Service, social media attack, 584
  • Shanghai (SH) A-share companies, board of directors
    • composition/operation, 1294t
    • leadership structure, 1295t
  • Share appreciation rights (SAR), 899
    • cancellation payment pool, 681
  • Shareholder engagement, 157, 804–806, 1041
    • board accountability, relationship, 31–34
    • control, 884–887
    • corporate secretary interaction, 993–994
    • dilemma, 794–799
    • types, 179
    • value, perspective, 797
  • Shareholders
    • activism (King IV), 1359
    • activist shareholders, concerns (examination), 114
    • advisory firms, navigation, 886–887
    • base, American values, 1120–1121
    • board-level engagement, 24, 787, 789
    • board member engagement, 25
    • communication, 114, 135–138
    • concerns. See Activist shareholders.
    • empowerment
      • AGM, usage, 551
      • interaction, 1247–1250
    • meetings. See Director/shareholder meetings.
      • regularity, 137–138
    • metrics, usage, 931
    • nominees, 223
    • outreach, 877–878, 877e
    • oversight, 65
    • policy proposal, 999–1000
    • private director/shareholder engagement, impact, 1050
    • process/compensation results, report, 895–896
    • resolutions, 340–341
    • voting, disclosure, 1078
    • wealth, executive pay (impact), 920–922
  • Shareholder value
    • building, board of directors (impact), 441–447
    • creation, 931
    • increase, director incentives, 923–924
    • maximization, 638
  • Shareholding, Asia-Pacific ranking, 1265t
  • Shares
    • perfect performance share plan, math, 918e
    • value, concentration, 535
  • Share voting, statistics, 1039
  • Sharing formula, derivation, 919e
  • Shenzhen (SZ) A-share companies, board of directors
    • composition/operation, 1294t
    • leadership structure, 1295t
  • Short-term interests, recognition/balance, 372
  • SIFMA. See Sec urities Industry and Financial Markets Association
  • Silent one, role, 276
  • Singapore
    • corporate governance approaches, 1237–1247
    • disproportionate voting rights, 1251–1252
    • governance rules/enforcement/practices, institution responsibility, 1246
    • law/regulation/practices, sources, 1241–1242
    • shareholder empowerment, 1249
  • Singapore Code on Takeovers and Mergers, 1241
  • Singapore Industry Council (SIC), 1246
  • Skills
    • building/acquisition, 771–775
    • matrix, example, 419f
    • skills-based matrix, power/limitations, 269–272
  • SLA. See Service Level Agreement
  • Slavery requirements, compliance, 607
  • Small and medium-sized entities (SMEs)
    • Association of Chartered Certified Accountants (ACCA) survey, 1190
    • criticism/perspective, obtaining, 1191
    • defining, 1181–1182
    • economy drivers, 1184
    • governance, 1181
      • arrangements, transparency, 1190
      • codes/standards, 1182–1188
      • direction setting/leadership, 1191–1192
      • material, specificity, 1189
      • meaning, 1190–1194
      • relevance, 1193–1194
      • transparency/engagement, 1192–1193
    • growth strategy, advice, 1192
    • motives, 1191
    • themes, 1190
  • Small company governance, 36–37
  • Smart contracts, 531–532
    • benefits, 541–542
    • business innovation, 542
    • capability, 542
    • certainty, 542
    • compliance automation, 539–545
    • definition, 529, 560
    • economy/speed, 541
    • impact, 551, 561
    • instability, 552–553
    • legal limitations, 542
    • role, 540–541
    • security, 541
    • smartness level, 541
    • standardization, 541
    • usage, 560–561
  • Smart Security Offerings (SSOs), definition, 529
  • Social capital
    • impact, 255–256
    • representation process, 257–259
  • Social issues, identification/management, 420
  • Socially Responsible Investing (SRI), special interest group, 550
  • Social media
    • attacks, 583–587
    • governing, 578
    • impact, 580–582
    • reputation, relationship, 1032–1033
  • Social responsibility
    • board of director focus, 446–447
    • communication, 412
    • profits, investor connection, 442–443
    • scope, 411
  • Social Responsibility Standards (ISO 26000), 411–412
  • Societal transformation, SME drivers, 1184
  • Society
    • advancement, corporate governance (usage), 434
    • business accountability, 459–460
    • improvement, 1031
  • Society for Corporate Governance, corporate secretary responsibilities, 990
  • SOEs. See State-owned enterprises
  • Software companies, predicted excess return ranking, 922e
  • Sookochoff, George (management agreement), 679
  • Sovereign bodies, absence, 401
  • “Special arrangements,” impact, 696
  • Special Committee, establishment, 328
  • Special interest groups, 550–551
  • Specialist, role, 275
  • Speed
    • importance, customers/stakeholders (impact), 494–496
    • measurement, 779–780
    • requirement, Nexus Technologies (impact), 495f
  • Stablecoin, definition, 529–530
  • Staff, skills/competence/training, 1136
  • Stakeholders
    • decision-makers, company access, 1053
    • deployment/learning, 424–425
    • engagement, 157, 401, 416, 420, 426
    • expectations, complexity/diversity, 400
    • externalities, scanning, 292
    • groups, levers (usage), 223
    • identification, 420
    • interests, recognition/balance, 372
    • map, preparation, 426
    • needs, meeting (absence), 620
    • relationships/engagement (Wates Principle), 1188
    • speed, requirement, 494–496
    • value adding stakeholder engagement model, examples, 417f
  • Standard of care, exercising, 289
  • Standard & Poor's 500 (S&P500)
    • average company lifespan, 762f
    • companies, women CEOs (list), 51–52
  • Standard & Poor's 1500 (S&P1500)
    • board leadership, 165f
    • cumulative ROIC, 934
  • Start-up capital, 566
  • Start-up industry
    • board of director considerations, 565–566
    • impacts, 565
    • industry disruption/impacts/considerations, 565–566
  • State corporate law, 1243
  • State corporation law, compliance, 990
  • State-owned enterprises (SOEs)
    • board governance, 1296–1302
    • Communist party control, 1263
    • corporate governance, 1323
    • governance, refinement, 1322–1327
    • objectives, 1265–1266
    • OECD guidelines standards, meeting (failure), 1266
    • state-owned firms, representation, 1297–1298
  • State-Owned Enterprises (SOEs), 1263
  • State Street Corp., CEO succession planning (best practices), 54–55
  • State Street Global Advisor, 1247
  • Statute of Uses, 1601, 1134
  • Statutory law obligations/restrictions, 1136
  • Stewardship, 154–157, 1176. See also Board of directors; Organizational stewardship; Relationship stewardship
    • appearance, 1035–1038
    • asset owner handling, 1036–1037
    • demographic imperatives, 1033
    • engagement, 1043
    • factors, 1030–1035
    • future, 1042–1043
    • guidelines/instructions, ESG policy team development, 1036
    • Internet research, 1024f
    • investor responses, 1027–1030
    • obligations, assistance, 1050
    • professionalization, 1042–1043
    • professionals, leadership, 1037
    • quality, 1043
    • reporting, 1038–1039
      • expansiveness, 1043
    • reputation, 1032–1033
    • rise, impact, 1039–1042
    • social media, 1032–1033
    • stimulation, regulator motivation, 1025–1026
    • watchdogs, 1033–1035
  • Stockholders
    • contributions, 1120
    • relations, overseeing, 990
  • Stock options, rights, 899
  • Stock ownership, usage (dilemma), 791–794
  • Stock price, change (measurement), 940
  • Stonewalling, presence, 297
  • Story, Susan N. (American Water Works Company), 52
  • STOs. See Security Token Offerings
  • Straddling, 997–1000
  • Strategic big thinker, role, 274
  • Strategic decision-making, evolution, 1189
  • Strategic governance, 23–25
  • Strategic plan
    • CEO development/implementation, 107
    • CEO provision, 106
    • execution, organizational resources (ensuring), 155
  • Strategic planning, 1138–1139
    • board of director knowledge, 385–387
  • Strategic questioner, role, 274
  • Strategic review, conducting, 1152
  • Strategic time horizon, 473f
  • Strategy
    • board role, climate change incorporation, 342–344
    • briefing, 314
    • director control, 290–291
    • ERM element, 724–725, 737
    • go-to-market strategies, competitive threat (emergence), 343
    • mistakes, 343
    • ownership/engagement, relationship, 807f
    • time, usage, 24
    • tools, development, 836
  • Strategy Diamond (Hambrick/Fredrickson), 770, 770f
  • Strine, Jr., Leo E., 1112
  • Subsidiary companies, parent company trading, 696
  • Succession planning, 1142, 1189. See also Board of directors; Chief Executive Officers
    • CEO perception, mistake, 82
    • external candidate, 67–68
    • horse race, 68–69
    • inside-outside model, 69
    • model, 67–69
    • president/chief operating officer, 68–69
    • talent development, relationship, 883–884
  • Succession practices, 69–71
  • Successor, CEO naming (pressure), 91
  • Su, Lisa (AMD), 52
  • Sunset provisions, usage, 1076–1078
  • Super-voting share, voting rights (capping), 1252
  • Supply chain
    • board of director considerations, 571
    • impacts, 570–571
    • industry disruption/impacts/considerations, 570–571
    • management, 570
  • Supply chain, blockchain technology (impact), 481f
  • Sustainability
    • cost reduction, relationship, 570
    • deployment/learning, 424–425
    • executive compensation, connecting, 447
    • frontier, evolution, 400t
    • global sustainability initiatives, 407t
    • initiatives, adoption, 401
    • integration, 423–425, 429–430
    • ISO 26000 approach, 411–412
    • issues, incorporation, 413
    • leadership priority, 401
    • management
      • approach, 400
      • systems/control, efficiency/effectiveness (monitoring), 420
    • narratives, examples, 435
    • program, evaluation, 412
    • questions, 426–430
    • reporting, 425
    • responsibilities, 413, 414f
      • defining, 414–415
      • support, board processes (impact), 420–422
    • risk analysis, 416
    • risks/impacts, 428
    • standards
      • emergence, 404–412
      • evolution, 427
    • strategic imperative, company progress (slowness), 400–401
    • targets, 413
    • transparency, 425
    • vision, crafting, 414–416, 426–427
  • Sustainability Accounting Standards Board (SASB), 844
  • Sustainability Committee
    • board establishment, 420
    • steps, 420
  • Sustainable boards of directors, building, 418–423, 427–429
  • Sustainable development
    • definition, 404
    • goals, 341–342
  • Sustainable Development Goals (SDGs), 404
  • Sustainable future, board of director responsibility, 398
  • “System”
    • negativity, 626
    • self-reinforcing spirals, 628
  • Systematic qualitative/quantitative assessment process basis, 313
  • T
  • Takeover Code, 1240
  • Talent
    • development, 70–71
      • programs, awareness, 80
      • succession planning, relationship, 883–884
    • disconnect, 79, 80–81
    • future, redefining, 833
    • loss, 343
    • pool
      • diversification, 825
      • mystery, 79, 89–90
  • Target pay, trailing relative performance (connection), 916e
  • Targets, measurability, 129
  • Target USA, cybersecurity breach, 508–509
  • Task Force on Climate-related Financial Disclosures (TCFD)
  • Teachers Insurance and Annuity Association-College Retirement Equities Fund (TIAA-CREF), 1244, 1247
  • Team
    • budget control, 311
    • deadlines, 311
    • development, recommendations, 315
    • diversity, research results, 311
    • evaluation, 315
    • functioning, personal attributes, 154
    • members, continuity, 605
  • Technical abilities, 779
  • Technical skillset, consideration, 503
  • Technological revolutions, impact, 627
  • Technology
    • 5G technology, usage, 482
    • adoption, time frames, 474f
    • approach, external auditor (impact), 603
    • Audit Committee oversight, 618–622
    • audits, 607
    • business continuity, Audit Committee Charter review, 620
    • business technology investment/risk, 518t
    • cloud technology, 480–482
    • corporate board of directors, relationship, 469
    • critical technology, failure, 343
    • disruption, 507–508
    • disruptive technology, impact, 486
    • emergence, 475–478, 831–832
    • Gartner time frame, 477f
    • governance, 13–16
      • experience, 618
    • implementation, Audit Committee Charter review, 620
    • importance, 599
    • information, separation (question), 496
    • leadership capability, building (benefits), 506–507
    • risk, board of director considerations, 510t–512t
    • selection/implementation, overseeing, 619
    • selection processes, Audit Committee Charter review, 620
    • skills, consideration, 618–619
    • stocks, share value/corporate earnings (concentration), 535
    • technology-enabled innovation, 519t
    • technology-enabled strategy, 518t
    • technology-related judgments, process (expertise), 618
    • technology-related opportunities, consideration, 385
  • Telecom Regulatory Authority of India, 1246
  • Terms of Reference, delegation, 196
  • Terrorism, threats, 619
  • Tesla, rise/market capitalization, 494
  • Theater ticket purchase, blockchain usage (example), 561–562, 562f
  • Third-party external facilitator (involvement), process outline (usage), 314–315
  • Time, commitment. See High-performance nonexecutive chairman; Leadership
  • Time-constrained board, dilemma, 789–791
  • Titles, examination, 164, 167–168
  • Total Shareholder Return (TSR)
    • company TSR, industry TSR (contrast), 915e
    • current/future value, connection, 936–941
    • equality/quality, 940
    • increase, 933
    • performance metric problems, 940
    • point-to-point measurement, 950
    • relative pay, contrast, 913e
    • relative performance, 940
    • target/realizable pay, contrast, 911e
    • value driver tree, 937e
  • Traditional governance
    • agile governance, contrast, 500
    • comparison, 501t
  • Trailing relative performance, target pay (connection), 916e
  • Training
    • CEO provision, 108
    • investments, metrics, 850, 853–854
    • training costs per FTE, metric, 854
    • training hours per FTE, metric, 854
  • Transactions
    • hash, creation, 563
    • impact, 178–179
    • monitoring (blockchain), 558
    • processing speeds, 565
  • Trans-cultural conduits, 1016–1019
  • Transition risks, board of directors questions, 386
  • Transitions. See Chief Executive Officers
  • Transparency, 550, 1270
    • communication, relationship, 1139
    • importance, 676
    • improvement, smart contracts (usage), 551
    • increase, 1025–1026
    • system, 406
  • Trespass, 379
  • Trust, 403
    • building, 153
    • duties, 346–347
    • establishment, 1130
    • sense, blindness, 617
  • TSR. See Total Shareholder Return
  • Turkey, earthquake (deaths), 614
  • U
  • Uber, rise/market capitalization, 494
  • Uncollectible loans, current status, 695
  • Unethical behavior, types, 617
  • Unilever, board of directors (leadership), 457–459
  • Unincorporated association, management/operation, 1130
  • Unique Broadband Systems Inc., Re (Ontario Court of Appeal decision), 681
  • United Kingdom (UK)
    • corporate governance approaches, 1237–1247
    • Corporate Governance Code, 1242
    • disproportionate voting rights, 1252
    • governance rules/enforcement/practices, institution responsibility, 1246–1247
    • law/regulation/practices, sources, 1242–1243
    • shareholder empowerment, 1249–1250
    • Stewardship Code, 1243
  • United Kingdom Listing Authority (UKLA), 1246, 1252
  • United Nations (UN), 845
    • Conference of the Parties (COP21-COP24), sustainability narrative, 437–440
    • Global Compact, 406–408
    • Sustainable Development Goals (SDGs), 440–441
  • United States (US)
    • corporate governance approaches, 1237–1247
    • disproportionate voting rights, 1252–1253
    • governance rules/enforcement/practices, institution responsibility, 1247
    • law/regulation/practices, sources, 1243–1245
    • shareholder empowerment, 1250–1251
    • U.S.-listed companies/stewardship principles, corporate governance principles, 1245
  • United States v. Abushar, 981
  • United States v. Pastore, 981
  • UPM-Kymmene Corp v UPM-Kymmene Miramichi Inc., 682
  • Up-skill, need, 492
  • U.S. capital markets, median return, 933
  • U.S. public companies
    • corporate governance principles (Investor Stewardship Group), 1054
    • lead director role, 164
  • Utility token, definition, 530
  • V
  • Vakin, Sam, 705
  • Valuation, 942e
    • definitions/calculations, 949–951
  • Value
    • chain, 401
      • steps, integration, 768
    • common values, organization, 1115–1116
    • current value, 944–946
      • TSR, connection, 936–941
    • establishment, question, 696
    • future value, 944–946
      • driver tree, innovation (relationship), 936e
      • TSR, connection, 936–941
    • long-term company value, impact, 935
    • long-term value creation, 443, 930
      • advantages, 399
    • notion, mapping, 272, 273f
    • outcomes, clarity, 313
    • TSR value driver tree, 937e
    • value-added information, 605
    • value adding stakeholder engagement model, examples, 417f
  • Value creation, 399, 519t
    • experience, 124
    • hierarchy, 943e
    • long-term view, adoption, 401
    • performance culture, impact, 155
    • plan progress (monitoring), engagement (ensuring), 120–121
    • process
      • standards, setting, 118–120
      • understanding, 129–131
    • story, sustainable development goals (impact), 341–342
    • understanding, 129–131
  • Value maximization plan
    • coverage, activist suggestion, 142
    • execution progress, review, 121
    • management development, 121
  • Values, 308
  • Vanguard Group, 1247
  • Variability, uncertainty, complexity, and ambiguity (VUCA), 416
  • Variable incentive plan designs, 890
  • Vaske, John, 800
  • Venture capitalist (VC) investors, impact, 1213
  • Virtue signaling, problems, 1160
  • Vision, 308
    • briefing, 314
    • long-term vision, setting, 129
  • Volkswagen, diesel probe (expansion), 1237
  • Voting
    • quality, 925e
    • systems, usages, 544–545
  • Voting rights
    • compliance automation, 539–545
    • security token protocols, extension, 542–544
  • W
  • Walmart, brand (rejuvenation), 494
  • Warren, Elizabeth, 637–638
  • Wates Corporate Governance Principles for Large Private Companies, 1186
  • Wates Principles, 1187–1188
  • Wealth, shift, 1031
  • Weighted average cost of capital (WACC), definition, 950
  • Westray mine disaster, leadership failure, 971–973
  • “What-do-you-do?” situations, 999–1000
  • Whistleblowers
    • organizations, response (study), 616–617
    • termination
      • financial consequences, 617
      • percentage, 616–617
    • treatment, 617
  • Whistleblowing
    • Audit Committee oversight, 613–618
    • hotlines/web services, usage, 618
    • process, importance, 618
  • “Why and How Capitalism Needs to Be Reformed” (Dalio), 627–628
  • Williams, Geisha (PG&E), 52
  • Women
    • ability, perception bias, 264
    • CEO list, 51–52
    • directors, impact, 233
    • investors, investment considerations, 1030–1031
    • recruitment, supply/demand barriers, 264
    • stereotyping, 264
  • Work
    • constructive approach, ability, 602
    • future, redefining, 833
    • level, performance (hierarchy), 943e
  • Workers, job competencies (future), 834–835
  • Work-family conflict, 264
  • Workforce
    • development, education (relationship), 451–453
    • diversity, metric, 850, 854
  • Work level, definition, 951
  • Workplace violence, 343
  • World
    • complexities, 764–765
    • improvement, board of director responsibility, 460
  • Wyoming Blockchain Coalition, definition, 530
  • Y
  • Year-end audit (Client Management Letter), 604
  • Z
  • Zielinski, Alvin, 678–679
  • Zielinski v. Saskatchewan (Beef Stabilization Board), 678–679
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