Often seen as board adversaries, proxy advisors can become allies. Savvy companies are turning the expertise of firms, such as ISS and Glass Lewis, to their advantage. By proactively engaging with proxy advisors, understanding their published policies, and leveraging their benchmarking data, boards and management teams can better anticipate vote recommendations, improve disclosures, and align governance practices with investor expectations.
Instead of bracing for criticism, organizations can use proxy advisor insights to enhance shareholder engagement, navigate controversies, and drive better long-term outcomes.
Farient Director Trey Poore provides essential tips for improving relations.
Transform Succession Risks Into Strategic Advantages
Are boards underestimating the risks tied to sudden executive departures? Corporate Board Member, in collaboration with Farient Advisors, reveals how boards can better prepare for unexpected executive exits in a new report drawing on survey data from nearly 100 board members at large U.S. public companies.
The research exposed a stark contradiction: While 59% of those surveyed say they experienced at least one sudden departure of a top 10 executive in the past two years, 72% believe that the likelihood of a recurrence is less than 50%.
Included within the report is an “Implementation Roadmap” that considers the most important elements of immediate, mid-term, and long-term succession planning.
In the News
Repeat Offenders: Where Investors Rejected Say on Pay Again — Agenda
Persistent shareholder dissent over executive pay is rare but revealing. Only nine S&P 500 companies have failed their say-on-pay votes more than once since 2021, according to data analyzed by Agenda.
Farient CEO Robin A. Ferracone told Agenda that these situations often reflect a deeper challenge: “The biggest headwind boards face is the tug-of-war between trying to satisfy and reward the talent and make sure they have alignment with shareholder interests.”
When support dips below 70%, she added, it’s a clear signal that boards must intensify shareholder engagement and refine pay programs to restore confidence.