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Ethical Boardroom | Contents

36

COMMENTARY

10

How activism is making boardrooms more challenging Companies need to recognise the importance of engaging with and knowing their shareholders

12

ESG investing: Truths, half-truths and lies What investors want and what they get from environmental, social and governance data

C

O

V

E

R

S

T

O

R

Y

14

Focussing on corporate culture The fundamental disconnect between corporate boards and ethics and compliance

ASIA

16

Global News: Asia Gender diversity, shareholder revolts and money laundering

BOARD LEADERSHIP

18

Leading by example Diversity improvements must begin and end with the attitude of those already at the top

22 26

Strengthening board diversity A push from the SEC and Congress

Proxy season: A springboard for diversity discussion Investors push for board diversity, but power to change remains with companies

28

Composing the board for competitive advantage Businesses must be at the top of their game to seek out gains that will improve performance

32

Failure is an option Corporate failures should not trigger a change to the governance paradigm

36

Independent external board reviews Board evaluations build board effectiveness, but it is time to raise the level across all companies

22

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4 Ethical Boardroom | Spring 2019

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Ethical Boardroom Spring 2019