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Compare and Contrast: perspectives on board committees

机译：比较与对比：董事会委员会的观点

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摘要

The establishment of board sub-committees has been strongly recommended as a suitable mechanism for improving corporate governance, by delegating specific tasks from the main board to a smaller group and harnessing the contribution of non-executive directors. In the UK, the Cadbury committee proposals focused on audit committees and the Greenbury study group advocated remuneration committees. Over the last decade, most large public companies have set up such committees, but their impact on governance standards has not been widely explored. This paper identifies significant differences in the orientation and operation of these committees. It also draws on interview data collected from participants in audit and remuneration committees to argue that these differences may lead to unacknowledged pressures on non-executive directors who form the membership of both committees. Given the current focus on the role of non-executive directors, the impact of such pressure is of particular importance.
机译：强烈建议成立董事会小组委员会，作为改善公司治理的适当机制，方法是将特定任务从主板委派给较小的小组，并利用非执行董事的贡献。在英国，吉百利（Cadbury）委员会的提案侧重于审计委员会，格林伯利（Greenbury）研究小组主张的薪酬委员会。在过去的十年中，大多数大型上市公司都成立了这样的委员会，但是对治理标准的影响尚未得到广泛探讨。本文确定了这些委员会在方向和运作上的重大差异。它还利用从审计和薪酬委员会的参与者那里收集的访谈数据来论证，这些差异可能会给构成两个委员会成员的非执行董事带来无法确认的压力。鉴于当前关注非执行董事的角色，这种压力的影响尤为重要。

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