CEOs of companies with a remuneration committee are paid more than their colleagues in companies without remuneration committees. The shareholder structure also plays an important role in CEO remuneration. In companies with a fragmented shareholder structure, CEOs earn more than in companies with a concentrated shareholder structure. These are the main conclusions of a recent doctoral thesis produced by Xavier Baeten (Vlerick Leuven Gent Management School) at the Ghent University from a survey of 298 quoted companies in Belgium, the Netherlands, France and Germany.
Posted on Thursday, February 09, 2012
Between 1993 and 2005, Sabaf – a world-leading manufacturer of components for domestic gas cooking appliances – went through a transformation process to develop a strategic approach to Corporate Responsibility (CR) that embedded social, environmental and governance values into its organisation, its approach to business and its overall performance.
Posted on Tuesday, December 20, 2011
Compared with our neighbouring countries, Belgium does not rank first as regards the level of top salaries. When comparing the remunerations of CEOs in similar companies of the same scope and listed on the stock exchange, the United Kingdom is number one, followed by Germany. Such is the conclusion of a recent survey carried out by the Executive Remuneration Research Centre at Vlerick Leuven Ghent Management School on the salaries of top managers.
Posted on Wednesday, December 14, 2011
During the last decades, a whole series of concepts have been launched in what has developed to a new management field : the business and society field also called the social issue in management. These concepts include corporate social responsibility, corporate citizenship, corporate social performance, sustainable development, stakeholder theory, and business ethics.
Posted on Tuesday, August 09, 2011
A two-year EABIS-funded research project set out to explore how the environmental, social and governance performance of companies might impact on their performance drivers and how to improve the dialogue between companies and investors. It was a catch-22 situation: investor surveys consistently suggested that more information about the non-financial performance of companies would support higher ratings, if only companies would provide such information. Equally consistently, surveys of companies showed they felt investors were ignoring or undervaluing the non-financial drivers.
Posted on Monday, September 20, 2010
Most corporate governance codes tend to specify that at least part of executive remuneration should be performance-linked. Studies by Towers Watson and the Hay Group show significant geographical differences in remuneration structure, largely due to different governance contexts (see insets). The 2009 report by ecoDa on executive pay reveals that the median cash remuneration of CEOs in the EU increased by 74% between 2003 and 2007, mainly due to short-term bonuses increasing. Professor Xavier Baeten explains.
Posted on Monday, September 20, 2010
Religious institutions find it difficult to invest responsibly whilst maintaining a strategy that fits in with their beliefs. This was revealed by new and international research carried out by Vlerick Leuven Gent Management School in Belgium, along with the ESADE business school in Spain and International Interfaith Investment Group 3iG. Despite the fact that faith institutions are widely considered to be the pioneers of responsible investment and make up the third largest demographic of investors globally, it appears that the stock market presents difficulties when it comes to aligning the needs of the faith with a responsible investment strategy.
Posted on Monday, July 26, 2010