Corporate Governance

 
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Checking Your ESG Blind Spots under the ‘Duty of Care’

We can no longer deny it: no matter the industry, each company faces a wide range of environmental, social and governance (ESG) risks found both within the business operations and throughout the value chain that need to be identified, monitored and managed. Although the benefits of good ESG risk management seem obvious, there are still companies claiming that some of the most important ESG risks such as human rights or climate change do not concern them. What European lawmakers have shown in 2018 through the EU Non-Financial Reporting Directive and the French “Duty of Care” law is that ESG risks affect all companies, albeit to a varying degree. In all cases, it is necessary for them to broaden the scope of ESG risks to avoid potential blind spots, and to be transparent towards stakeholders on the risks that are most prevalent.
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Summary of Webcast on Corporate Governance & Materiality

On November 9th, the fourth out of 5 webinars on the Dow Jones Sustainability Index (DJSI) 2017 results was broadcasted by RobecoSAM. The webcast covered the criterion of Materiality and the updated Corporate Governance chapter. Both criteria are key in determining whether companies have the right focus and effective structures for long-term shareholder value creation. In the download section of this article, you can find our summary of the webcast.
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Put Your Mouth Where Your Shareholder’s Money Is

As a growing share of a company’s value is locked into intangible assets, investors are making more and more use of extra-financial indicators to determine a company’s health and investment potential. However, only few CEOs are being evaluated on this type of metrics when it comes to their annual performance reviews.
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Is Volkswagen the Lance Armstrong of the Car Industry?

The revelations of Volkswagen manipulating emissions tests show how fibbing with one’s impact on society can lead to big legal and reputational consequences. Apparently, the German automaker deemed the upside of selling large numbers of cars more attractive than the risk of getting caught with fraudulent software. The story brings back memories of Lance Armstrong’s Tour de France victories – titles that were pulled back after he was caught using doping. What lessons can be learned from the Volkswagen debacle?
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