Resource Library Insights

Directors with human capital expertise can be invaluable at a time when the “war for talent” is raging.

Third article of a three-part series focused on how companies can implement the foundational steps of board-level ESG oversight.

Within the tenure of the current executive team, certain actions can be incentivized so that individual leaders do their part to keep the organization on track.

Ceres and the Semler Brossy have teamed up to provide guidance to companies that have begun to integrate ESG issues into their corporate strategies and may be considering ESG in incentives.

Spurred in part by the pandemic and the social protests of the past year, shareholders are calling for greater disclosure and commitment to ESG matters, and some are explicitly asking companies to include at least one material, measurable ESG metric in their executive pay plans.

By investing in these areas even without an immediate commercial payoff, companies can bolster their long-term positions with both the stock market and society. 

Environmental, social, and governance concerns continue amid heightened scrutiny of corporate behavior through the COVID-19 pandemic and protests over racism and police brutality. It's time to take the next step by incorporating ESG metrics into compensation plans.

View the Directors & Boards webinar, featuring Kathryn Neel and John Borneman.

Examining non-financial metrics in the wake of the Covid-19 crisis.

Three foundational principles for compensation committees

Since early March, Semler Brossy has been tracking Russell 3000 executive and director pay actions announced in response to the COVID-19 pandemic.

The rapid global spread of COVID-19 has had incalculable impacts on society, taking both a serious economic and human toll. Many companies are faced with balancing competing responsibilities to various stakeholders.

Some considerations for companies and Boards during this unprecedented situation.