Stigende mismatch mellem asset owners interesser og asset managers faktiske aktive ejerskab: I en ny analyse hedder det blandt andet, at ”The UK Asset Owner Stewardship Review has found considerable misalignment and misunderstanding on stewardship issues between asset owners and asset managers. The review is based on findings from the UK Asset Owner Roundtable from asset owners and managers, which including a range of high-profile pension funds and asset managers. It proposed five potential reasons for misalignment, including cultural misalignment, resource allocation misunderstanding, fiduciary duty conceptualisation and stewardship process disagreement. Cultural misalignment was based on evidence of differences between UK-based asset owners and non-UK asset managers. Resource allocation misunderstanding is based on the potential for misunderstanding the importance of stewardship and voting, leading to insufficient resource allocation. Fiduciary duty conceptualisation considers the misunderstanding of fiduciary duty, particularly in relation to climate change risk management. Meanwhile, stewardship process disagreement highlights the differing views on the relationship between voting and engagement.”
Investor koalition opfordrer lavindkomstsektorer til at sikre ansatte en løn, de kan overleve af: “A coalition of faith-based institutional investors has called on US companies in traditionally low-wage sectors, such as hospitality and retail, to start paying a living wage to workers as inflation continues to eat into incomes. The Interfaith Center on Corporate Responsibility (ICCR) released a statement signed by 136 institutional investors representing $4.5 trillion in assets, argued that below living wage salaries exposed to companies to financial and reputational risk. Furthermore, the coalition – which includes Aviva Investors, Legal & General Investment Management and ShareAction – said paying a living wage was critical to closing the racial, gender, and income divides in the US. According to a study by Just Capital , the US federal minimum wage has remained stagnant at $7.25 an hour since 2009, and given cost of living increases, a worker earning the federal minimum wage today has effectively received a 28% pay cut.”
Konsulenthus: Flere kvindelige CEO’er, men langt til lighed: I en kortlægning fra Russell Reynolds med overskriften ” More Women Take CEO Jobs But Parity Still Decades Away ” hedder det, at ”from COVID-19 to wars and economic uncertainly, businesses have faced unprecedented challenges in recent years. And the pressure has been on CEOs to steer their organizations through it. CEOs, who were planning to step down earlier, may now feel that they can do so without risking further turmoil for their organizations. While others are ready for new opportunities after navigating such a difficult period. Boards are also increasingly looking for fresh leadership. Many are now in a position to re-examine their strategic goals— and question whether or not they have the right CEO in place to address them. As higher levels of volatility and uncertainty in G7 economies persist, we expect annual CEO turnover to remain high in the years to come. This potentially opens the door to a greater number of women candidates and could help accelerate the world toward more equal gender representation in senior leadership. What does this mean for companies?: When a CEO leaves, it can disrupt operations and create uncertainty for employees and investors. In light of these trends, it will become increasingly important for companies to prepare for CEO turnover and have the succession plans in place to ensure a smooth transition. A CEO succession plan should identify which of the organization’s current leaders have the potential to become CEO and what support and development is required to prepare them for the role. While CEO turnover presents a challenge for companies, it’s also an opportunity. When a CEO leaves, the company is in a better position to reset and reevaluate its longer-term position. It can then identify and appoint the best leadership to deliver the next phase of its evolution. Companies that manage CEO turnover effectively are likely to emerge stronger than ever.”
Morten W. Langer
