Resource Library Articles

By promoting diversity and inclusion, directors spur behavioral modification, not just D&I scorekeeping. They thereby lay the foundation for accelerated and permanent change.

There’s a new perspective for the debate over corporate short-termism. In the past, we focused on shareholder value, specifically whether firms were cutting R&D and physical plant in order to make quarterly numbers or buy back stock.

The coronavirus pandemic has profoundly shaken the retail sector. Rapid changes in consumer behavior, supply chain disturbances, and government-mandated store closures contributed to a difficult 2020.

Setting goals for incentive compensation has long been one of the compensation committee’s biggest responsibilities, made especially difficult by the Covid-19 pandemic.

Lay out your objectives and see how others in the industry do TSR plans well to be on your way to having a good TSR Plan.

A "First Question" starting point that explains how to understand the immediate key steps that can help turnaround a Say on Pay outcome.

Establish an annual calendar and process for Committee meetings throughout the year.

Boards have a lot on their plate right now. They want leaders ready to handle the expanding complexities of corporate life with distributed decision-making, to respond to a rapidly changing business environment.

Semler Brossy Consulting Group has conducted a comprehensive ten-year study on publicly traded real estate investment trust (REIT) pay programs to understand the evolution of pay trends, emerging practices, and the driving forces underpinning the changes.

Thinking longer-term is difficult when the world turns upside down. Executive pay is no exception. Our focus narrows to the items in front of us and getting past current obstacles. Eventually we focus on getting "back on track" when the existential risk passes or we get used to it, and the new "normal" gets shaped by these prior experiences.

The coronavirus pandemic has upended the key tenets of executive compensation, especially the performance-based incentives that comprise the majority of executive pay.

With widespread protests over persistent racism, many boards of directors are looking for their companies to do more to support racial equity. Here are considerations for different approaches that boards and management teams might pursue.

In an evolving governance environment, expressions of strong corporate character — exemplary corporate governance, responsible stewardship of the environment and positive contributions to society — are no longer nice-to-haves. They are increasingly becoming explicit expectations.