Corporate Affairs, Public Relations, Investor Relations, Shareholder Management, Shareholder Activism, Leadership, Board of Directors, Fiduciary Responsibilities, Functional Management, Performance Measurement, Human Resources, Compensation, Executive Compensation
Total shareholder return (TSR)—the sum of dividend yield and share price appreciation—is widely used by boards and governance committees because of rising pressure in the investment community, increased investor activism, watchdogs such as ISS, and say-on-pay practices. Many boards are tying pay to TSR without realizing that it can be misleading and opaque.
This survey, conducted in collaboration with PwC, evaluated manufacturers' tax functions and examined how they are positioned with respect to leading tax technology practices, where they stand in terms of adopting and enabling tax technology initiatives, the operational challenges they are facing, their satisfaction with existing technology; and where they stand with respect to developing a tax technology strategy.
After the economic challenges of the past decade, industrial companies realized an important
truism: It is becoming imperative to embrace digital to meet changing customer expectations
and respond to competitive threats.
Developed by Aon and The Wharton School of the University of Pennsylvania, the Aon Risk Maturity Index was introduced in 2011 as a tool to assist senior finance, risk and legal professionals in identifying and addressing critical areas of concern in their risk management programs. For the MAPI collaboration project, Aon analysts examined the responses from 56 MAPI members who participated in the Risk Maturity Index. Throughout this report, this aggregate data is referred to as the "MAPI cohort". Aon analysts have examined the MAPI cohort in conjunction with Aon's proprietary Risk Maturity Index database to develop this body of research.
Ask innovation and product development executives at U.S. manufacturers and they will agree — advanced analytics will change the face of innovation. Two-thirds of executives surveyed expect that analytics will improve their innovation performance in the near future. The trouble is that few companies are resourcing analytics well enough to use it to leapfrog their competition or maintain their market position in the future. Why?
Finance, Global Economy, Growth & Innovation, Strategic Planning, Operations
Fully digitizing physical industries such as manufacturing and agriculture has proven much more challenging than in the entertainment and financial industries, where data can be reduced to bits and bytes. A combination of innovative distribution, digitized production, and new manufacturing platforms—aka the “Internet of Goods”—will allow the creation of new business models for manufacturing capable of expanding the market and changing the geography of production. Our latest report gives a new perspective on the digital future for manufacturers.
As supply chains deepen, companies are exposed to ever-growing counterparty risk. This is particularly relevant for large entities. Risk evaluation requires tracking a number of quantitative metrics which signal danger well ahead of time. Companies are wise to evaluate supplier risk continuously to minimize disruption to their production.
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