Most respondents (57%) have a single corporate-level sustainability leader, either in the form of an individual primarily responsible for the company’s sustainability efforts or a chair of a corporate sustainability committee.
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.
The facts are in. The statistics are clear. Old manufacturing processes and procedures are out. New less-water-wasting, lower-energy-using, conflict-and-child-labor-free manufacturing is in. What better time than now to proclaim 2012 as the year of the sustainable manufacturer?
World leaders gathered in Paris for COP21 in the hopes of reaching a pact to cut greenhouse emissions, slow the rise in global temperatures, and tackle the “global threat to security in the 21st century.” Business leaders are also getting involved because they see it as an important opportunity and essential part of risk mitigation strategies.
In a recent MAPI webinar, Bruce Lung from DOE and Thomas Wenning from Oak Ridge National Laboratory walked attendees through the DOE’s Better Plants Program and benefits for joining, lessons learned from partne
Participating in the circular economy through material reuse and recycling saves companies money and minimizes environmental footprints. Read our interview with Andy Mangan of the US Business Council for Sustainable Development for a look at a pioneering pilot on resource efficiency and join us on July 12 for Andy’s webinar on the circular economy.
MAPI’s research has found that the problem lies in how companies implement their diversity and inclusion strategies. Many businesses make the mistake of tackling D&I across too many fronts too quickly. This leaves many manufacturers stuck in a programmatic mode in which efforts are led by human resources but no cohesive strategy exists and programs are deployed ad hoc. As a result, diversity and inclusion are often seen as just another HR initiative and too few leaders and employees understand the link to business results.
Business leaders and their staff give plenty of presentations—it’s part of the job. But each time we take the podium or floor in a meeting, we are judged for our performance. And it turns out that executives are stuck between a rock and a hard place.
Last year the world waited to see if the hype surrounding COP21 in Paris would produce a global commitment between heads of state to help stem the tide of rising temperatures. Since that historic week in Paris, 86 of the 197 countries who are party to the newly produced Paris Agreement have achieved ratification.
MAPI is excited to once again bring together manufacturing executives and industry leaders to discuss ideas and challenges facing the industry. The 2017 Executive Summit will focus on how to thrive through uncertainty.
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