The article discusses the results of the Singapore Governance and Transparency Index (SGTI) for 2023, which evaluates listed companies' disclosures and governance practices in Singapore. The average score for companies has improved from 70.6 to 74.8 compared to the previous year, indicating enhanced transparency and governance. The SGTI assesses companies in five areas: board responsibilities, shareholder rights, stakeholder engagement, accountability & audit, and disclosure & transparency. The highest average score is in the shareholder rights category, with an 87 percent average, showing a 4 percentage point increase. The lowest average score is for board responsibilities at 64 percent, although this is up from 60 percent in the previous year. Disclosure & transparency has also increased from 63 percent to 67 percent. Notably, there has been a significant rise in disclosure rates for indicators related to board practices and ESG (Environmental, Social, and Governance) practices. The SGTI's findings suggest that companies are disclosing more information about areas like board independence, competence, and selection of directors. ESG disclosure has also improved, with several indicators showing 8 to 10 percentage points of yearly improvement. The article mentions upcoming changes to further enhance the SGTI's scores. Singapore will implement new regulations regarding board independence and executive remuneration. SGX RegCo will enforce limitations on the tenure of independent directors and require companies to provide detailed breakdowns of CEO and certain director pay packages.

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This article discusses how Taiwanese bike companies are sharing Environmental, Social, and Governance (ESG) data, which provides insights into their environmental impact, social practices, and governance structures. Taiwan's companies are embracing ESG reporting as the European Union plans to impose carbon tariffs on imports, making carbon reduction a priority for future competitiveness. While Western companies often emphasize visual elements in their ESG reports, Taiwanese companies primarily focus on providing numerical data in spreadsheets filed with the stock exchange. The article analyzes ESG reports from six Taiwanese bike suppliers and highlights their environmental metrics such as carbon emissions, water usage, and waste production. It also examines social indicators like average salaries, female representation in executive roles, and occupational accidents, along with governance aspects such as the number of independent directors and female board members.

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The article discusses the practice of awarding "mega grants" to CEOs, which are large, one-time equity awards with long vesting periods, often granted in addition to or in lieu of annual awards. Mega grants are intended to provide significant incentives for CEOs to achieve long-term targets. The practice of mega grants has resurged in recent years, with CEOs receiving nine-figure awards, even though they were less popular due to shareholder criticism in the past. The article explores the reasons behind this change, including notable instances such as Tim Cook's mega grant at Apple and Elon Musk's performance-vested stock-option package at Tesla. The controversy surrounding mega grants is examined, along with proxy advisory firms' skeptical views and shareholder reactions. The article also delves into the characteristics of mega grants, such as recipient types, tenure, grant size, equity type, term, performance triggers, and more. It also explores the rationale behind issuing mega grants and the role of compensation consultants in recommending them. Finally, the article discusses the stock price reaction to mega grant announcements and raises questions about the impact of mega grants on CEO incentives and company performance.

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The article explores the decreasing financial incentive to become a CEO, as other C-suite roles are earning increasingly higher salaries. While the CEO position has historically been seen as the pinnacle of corporate success, this perception is changing due to various factors. The job is becoming more challenging as employees gain more power and the role becomes more politicized. Additionally, the compensation of other C-suite executives like the CFO, CHRO, and general counsel has been rising at a faster rate than that of CEOs. The narrowing pay gap within the C-suite is seen as a positive development for corporate governance and healthy discourse. Factors contributing to rising pay for other C-suite roles include job-hopping becoming more accepted, employers offering stock grants to retain valued executives, and increased responsibilities for roles like the CFO. Furthermore, positions below the CEO often avoid public scrutiny, which can be appealing to candidates who want to avoid controversy and threats associated with being a public-facing CEO. As a result, the allure of becoming a CEO may be diminishing in comparison to other C-suite roles.

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Women often don’t know what to ask for, experts say. And companies don’t tell them.

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ANA Holdings plans to offer $60 million worth of shares to 70% of its 45,000 employees as an employee retention strategy and compliance with regulatory requests in Japan. This follows a trend among Japanese companies like Omron and Sony. Employee share incentives aim to align interests, boost stock prices, and address labor shortages while improving corporate value. Despite their increasing popularity, labor laws limiting stock incentives have hindered their wider adoption in Japan. Legal flexibility could accelerate their adoption.

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