Align the board with climate goals
Enable good climate governance from the top down
Enable good climate governance from the top down
Use governance documents to make directors accountable for reducing the company’s emissions and achieving other climate goals.
Write directors’ responsibilities into, for example, company policies or articles of association. This incentivises directors to align the business with Paris Agreement goals, especially if they risk personal liability for failing to comply.
Subject to the articles, the directors are responsible for the management of [the Company]’s business, for which purpose they may exercise all the powers of [the Company].
The directors shall manage [the Company] in a manner that achieves all of the following:
The directors shall do all of the following:
The highest level of management buy-in is required if the company is to successfully decarbonise. Establish a board committee with specific responsibility to deliver the transition plan and emissions-reduction targets.
The committee should comprise or be advised by subject matter experts who can improve the accountability, evidence base and transparency of the company’s climate decisions and measures. The company may want to appoint an external climate expert. See [Jedda’s Clause] Indigenous/ Local Knowledge in Board Director Appointments].
[The Company] shall establish a sustainability committee of the board to oversee the development, implementation and review of its transition plan.
The committee shall be [chaired by a non-executive director with experience of improving sustainability, reducing a business’s carbon footprint and enhancing climate resilience]
or [advised by an appropriately qualified climate or sustainability consultant with the skills and experience to diligently, competently and professionally advise [the Company] on how to achieve its transition plan, reduce its carbon footprint and enhance climate resilience.]
Directors should be rewarded for achieving climate goals and emissions-reduction targets as well as held accountable if they fail to do so.
Key principles of the remuneration policy for executive directors
The executive directors’ compensation package should promote the long-term, sustainable success of [the Company], with a focus on its environmental, social and governance (ESG) targets.
The ESG targets are set on an annual basis and aligned with our externally communicated ambitions. Where performance is below the agreed ambition, the remuneration committee will use its discretion to assess vesting based on performance against the stated ambition and any other relevant information. The remuneration committee will determine the actual weighting of an award prior to grant.
The remuneration committee seeks guidance each year from the sustainability committee when assessing and reviewing performance ESG targets. The remuneration committee has taken a holistic view of [the Company]’s performance in critical areas, including any matters outside the targets which the sustainability committee considers relevant.
The [relevant incentive arrangement] is subject to the following performance conditions:
Financial performance condition
[â—Ź]
ESG performance condition
[â—Ź] percent of the [relevant incentive arrangement] is subject to [the Company] achieving the ESG performance condition.
The remuneration committee will assess the ESG performance condition based on [the Company] meeting the following criteria by [date]:
Criteria | Weighting |
Environmental targets | [â—Ź] percent |
Social targets | [â—Ź] percent |
Governance targets | [â—Ź] percent |
Environmental targets
Subject to shareholder approval of the proposed [year] policy, the targets for the [relevant incentive arrangement] will be reviewed annually by the committee and those agreed for [year] are:
[Include an analysis of [the Company]’s performance against each target and an analysis of trends or changes in the entity’s performance.]
Personal and strategic objectives for the [job title] in [year]
[Objectives could include: to ensure carbon data methodology and data collection process is robust enough to anchor our ESG roadmap; to address performance issues and capability requirements to drive forward our ESG agenda; to complete energy audits, together with action plans for achieving reductions by the end of [year].]
Category | Objective(s) set | Met? | Commentary |
ESG | [insert objectives relevant to the Company] | [the remuneration report should report on progress against these objectives] |
Jurisdiction: England & Wales
Updated:
Jurisdiction: England & Wales
Updated: