- 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
- 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,
- 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
- 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
- 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, –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, –10, 314
- 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, –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, –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
- 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, –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
- 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), –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,
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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, –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
- 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
- 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
- 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
- Deloitte Haskins Sells, India ban, 1236
- Delta, governance principles (chairman role description), 175
- Demand forecasts/assumptions, application, 351
- Democracy
- 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
- 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
- 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
- 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
- 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
- risk
- awareness, 243–245
- consideration, 247
- personal tolerance, 755
- roadmap, 667–668
- risk oversight, guide, 719
- 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
- 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
- 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
- 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 -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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- Mitigation strategies. See Boardrooms
- 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 -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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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
- 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, 754t
- oversight
- board of director engagement, 660–664
- process, 740
- policy, 750–753
- 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
- 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
- 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.
- 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
- 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)
- adoption, 371
- formation, 370
- framework, usage, 375, 382, 388–389
- launch, 339
- recommendations, 344, 375
- TCFD-compliant disclosures, 350
- typology, impact, 381
- usage, 352
- 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
- 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
- common values, organization, 1115–1116
- current value, 944–946
- 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
- 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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