Sanjiv Anand, Chairman, Cedar Management Consulting International

Board compensation and performance have come under increasing scrutiny, especially where pay appears disconnected from company outcomes. A core principle is that directors must actively participate to be paid; over-boarded directors who miss meetings undermine governance. Boards are collectively responsible for strategic oversight, risk management, shareholder value protection, setting company values, and holding executives accountable for results. The Chairman plays a critical leadership role by enabling effective board functioning, ensuring timely information, facilitating non-executive participation, evaluating board performance, and maintaining shareholder communication.

Effective boards focus on long-term strategy, succession planning, competition, industry trends, risk management, and performance monitoring. Good governance practices include clear separation of Chairman and CEO roles, limits on board memberships, appropriate board size, and strong independent director representation.

Board compensation should be competitive, aligned to expertise, and partially performance-linked, without incentivizing short-term manipulation. Best practice combines cash retainers, meeting fees, committee fees, and meaningful stock ownership through restricted shares rather than stock options. Aligning director rewards with long-term company performance ensures accountability, fairness, and sustained value creation.