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In this issue
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Human Capital Governance: The Beginning of a New Era
The era of human capital has arrived in the boardroom and, with it, the need for more thorough board oversight and governance of this mission-critical investment.
As evidence, consider three current paradigm-shifting items: -
Purpose, Human Capital and Profits: Five factors to drive enduring shareholder value
Regardless of a board’s position on the purpose versus profits debate, human capital issues are an essential component of their discussions on how to drive shareholder value.
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ESG Disclosure and Compliance: Navigating the Confusion
Shifts in the social, economic and geopolitical landscape place boards under pressure to expand their obligations well beyond the direct needs of their corporation and its shareholders. In addition to grappling with issues that face the corporation, directors, it seems, must now place the greater social good on their dashboards and collectively develop probing expertise on issues as far ranging as: climate change, diversity, benefits, privacy, data security, etc.
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An Action Plan for a Purposeful Board
There is a drumbeat growing in support of the idea that investing in employees, the community and all stakeholders, as the Business Roundtable (BRT) chairman Jamie Dimon has said, “is the only way to be successful over the long term.”
Past issues you might be interested in
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2020 Fourth Quarter
Directors & Boards Magazine—2020 Fourth Quarter
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2021 First Quarter
Directors & Boards Magazine—2021 First Quarter
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2021 Second Quarter
Directors & Boards Magazine—2021 Second Quarter
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2020 First Quarter
Directors & Boards Magazine—2020 First Quarter