Het Nederlandse kennisinstituut Reward Value lanceerde vandaag op het World Economic Forum in Davos haar Guidebook Responsible Remuneration. Het handboek geeft ondernemingen de praktische handvatten om een verantwoord beloningsbeleid voor
Today – at the World Economic Forum in Davos – Dutch knowledge institute Reward Value launched its Guidebook Responsible Remuneration. The Guidebook is designed to support companies to establish responsible
Het belonen van bestuurders moet op de schop. ‘Zelfs ceo’s begrijpen dat er iets moet gebeuren. Het huidige beleid heeft ook impact op hun reputatie’, zegt Frederic Barge, die vandaag
Executive pay remains an unnamed factor in meeting climate targets, Frederic Barge believes. While that is where most of the incentives come from. In the light of climate change, it
Eumedion – which represents the interests of institutional investors in the field of corporate governance and sustainability – commissioned Reward Value Foundation to conduct qualitative international research into the operation
NGOs, civil society groups will only support an ambitious first set of sector-agnostic ESRS that closely builds on the EFRAG drafts adopted last November. ESRS are a milestone in corporate
English version below Gemiste kans in het Wetsvoorstel verantwoord en duurzaam internationaal ondernemen De nieuwe Wet duurzaam internationaal ondernemen is voorlopig van de baan. De wet moet grote ondernemingen
Summary: Research shows that organizations that adopt a long-term incentive scheme for their executives display more “long-termist” behavior such as investing in innovation and stakeholder relationships. But while the efficacy of
Changing remuneration from a reputational risk into a catalyst for change REWARD VALUE LAUNCHES ‘PRINCIPLES OF RESPONSIBLE REMUNERATION’ Non-profit organization Reward Value Foundation launched their Principles of Responsible Remuneration (PRR)
CEOs and board members are increasingly expected to lead the change and contribute to a more sustainable economy. This requires making different corporate decisions. Few levers are more effective at
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