global governance 2020
These organizations depend more directly on the participation rules of the system and institutionalized mechanisms of participation such as conferences, civil society dialogues, support from the Department of Economic and Social Affairs and the missions of supportive governments. In 2020, boards will be expected to strengthen their oversight and knowledge of material E&S matters and disclose their connection to the business in the form of risks and opportunities. Weshalb wollen Sie als Kunde der Was bedeutet global governance denn zu Eigen machen ? This focus, combined with public pressure for CEOs to engage on social and political topics (e.g., immigration, gun control, gender pay equity), will require boards and CEOs to ensure public positions align with business strategy before public pronouncements are made by a CEO. Synopsis: The COVID-19 pandemic is likely to have serious domestic and international political consequences and to exacerbate existing trends to reshape the landscape of international and transnational institutions. The World Trade Organization is selecting its next director-general at a time of rising stress on the system of global trade rules. Online Event. By Nico Krisch As the modern parable says, if you are not at the table you are on the menu. In August 2019, 181 out of 188 member CEOs of the US Business Roundtable signed on to an amended Statement on the Purpose of a Corporation, putting aside the traditional view that maximizing shareholder returns is priority one. This organizes non-state actor participation into 13 coalitions of voices, self-organized by participants. Indeed, many of the key global trends for 2020, […] Voluntary organizations with small budgets work largely through coalitions and working groups to have a voice large enough to be heard by IGOs. Some investors are putting pressure on boards and may cause higher than normal chair turnover in the next couple of years. This is not only because of an Eastward turn – democratic governance has been under challenge for some time across the globe, and the turn towards greater authoritarianism is bound to get a boost from the typical desire for strong, populist rulers in the midst of a crisis. Global efforts at dealing with the crisis – through the international financial institutions as well as development organizations – will thus depend yet more than in the past on Chinese engagement, which will require giving China a greater say than Western countries have been prepared to accept in the past. Recent efforts to curtail this practice have failed (e.g., a proposed but omitted revision to the 2019 German Corporate Governance Code), but investor pressure for companies to move toward best practices will continue in 2020. Those with deep pockets of power – financial resources and reputational power – hold the attention of publics, international bureaucrats, and diplomats without utilizing formal IGO accreditation and intra-institutional mechanisms of dialogue. Each member state is in the process of transposing and implementing the key requirements, such as giving companies the right to identify shareholders, a proxy advisor code of conduct and shareholder rights to vote on remuneration reports and policies. Boards will need to be able to understand and discuss ESG data—and its impact on key matters such as executive remuneration—with investors. Great-power competition is also likely to lead to stalemate, as has already been visible in the UN Security Council’s approach to the COVID-19 crisis. Shapovalova, Natalia. The raison d’être gives a sense of meaning to stakeholders and puts ESG at the core of corporate strategy.