MEMBERSHIPInspiring good governance

“In reflecting on the value of the ICGN we should not overlook the very important social function it plays. At times pioneers can find themselves isolated. Equally those who have been involved long-term can run out of energy. Support from others who share the same goals helps enormously to resuscitate spirits. There are also significant benefits to testing your arguments. Even when debate gets heated, it remains friendly and instilled with a sense of common purpose.”

The Late Alastair Ross Goobey Former ICGN Chairman writing in the 2005 Yearbook

Led by investors responsible for assets under management in excess of US$26 trillion, ICGN members are drawn from more than 45 countries. Membership is open to all professionals in the field of corporate governance including companies, advisors and others.

Our mission is to inspire effective standards of corporate governance to advance efficient markets world-wide. We achieve this through the ICGN Global Governance Principles which are implemented by:

Influencing public policy by offering a reliable source of practical knowledge and experience on high standards of corporate governance;

Connecting peers at global events to provide a forum for dialogue between companies, investors and other stakeholders; and

Informing knowledge through guidance and education to stimulate awareness of responsible share ownership.

Now, more than ever, we are challenged with driving long term sustainable investment to safeguard economic growth for future generations. Good corporate governance demanded by responsible investors in the pursuit of protecting and generating value on behalf of their beneficiaries, is vital to achieving this.

We welcome you to become an ICGN Member and participate in our work programme to bring about practical, market-led reform. Together we can help to inspire good governance world-wide.

Erik BreenICGN Chairman

Inspiring good governance for 20 years

The ICGN was created in 1995 in response to rapid growth in cross-border investment. New ‘global’ investors wanted to exchange ideas, learn from each other and deepen their understanding about governance practices outside their home market. This stimulated the creation of a ‘network’ to help raise corporate governance standards world-wide.

MEMBERSHIP INSPIRING GOOD GOVERNANCE 03

Every year, ICGN Members provide feedback on our work programme priorities and effectiveness.

* Results are from 18% of ICGN membership responding to annual survey in January 2015.

believe ICGN INSPIRES global governance reform

97%refer to ICGN GUIDANCE for day to day work

61%

recommend ICGN MEMBERSHIP to others

97%91%build global peer-to-peer NETWORKS

85%satisfied ICGN membership is good VALUE

What ICGN Members say...

Diverse and inclusive...

Middle East & Africa

Asia & Australasia

Europe

Latin America & Caribbean

North America

Representation ACROSS 45 countries

Investors

Companies / Advisors

Associations

Other

$26T (US)

Investors RESPONSIBLE for assets under

management

Open to ALL governance professionals

Driving common consensus

“The most powerful force for peace and good is through greater dependence on each other. We’re not going to get that done without strong corporate governance principles, without the level of transparency that you need for free markets and capitalism to thrive, and without consistency of regulation across markets. These are things this organization [ICGN] fights for every day.”

Ralph Whitworth Founder, Relational Investors and former Chairman, Hewlett Packard, USA

There is no other organisation like ICGN with the power to convene a global governance community and drive common consensus on universal principles. Perhaps the best example of this is the ICGN Global Governance Principles which set the tone for our work programme centred around influencing public policy, connecting peers and informing knowledge.

Our Members believe in the long term benefits of good governance and strive to make this an integral part of their approach to responsible business and investment. As we reflect on the past 20 years it causes us to consider lessons learned and priorities for the future – importantly with an active approach to reforms.

ICGN’s role is to support these efforts by providing a place to share knowledge and experience through policy initiatives, events and educational programmes. It is in this spirit that the ICGN was conceived over two decades ago and, in looking to the future, we aim to:

Increase our influence with key stakeholders as a reliable source of opinion on corporate governance issues;

Enhance dialogue between investors and companies with a common interest in creating sustained long-term value;

Educate professionals on how to integrate good governance practice in decision-making; and

Build the breadth of ICGN membership to enrich diversity of opinion and regional representation.

Together, ICGN Members are a formidable global force to help ensure good governance and the proper use of entrusted power. We welcome you to become part of our network and help shape the ICGN work programme for many years to come.

Kerrie WaringICGN Managing Director

MEMBERSHIP INSPIRING GOOD GOVERNANCE 05

“Full-scale reform is taking place in Japan with initiatives such as the Corporate Governance Code and the Japan Stewardship Code. Insights provided by the ICGN as part of the consultation process have been invaluable in providing a global perspective on high standards and practices. This is crucial for Japan’s continued positive journey in improving governance standards for companies and investor alike.”

George Iguchi Corporate Governance Officer, Nissay Asset Management, Japan

Influencing policyWidely regarded as a reliable source of investor opinion, the ICGN is regularly invited to provide advice and expertise to help raise governance standards around the world. This is inspired by the ICGN Global Governance Principles, first published in 2004. The Principles are the ICGN’s primary standard for well governed companies and investors alike, emphasising a shared interest in protecting and generating sustainable corporate value.

Driven by ICGN Members themselves, our policy committees are instrumental in ensuring that responsible share ownership contributes to ongoing reform of global capital markets for sustainable economic growth.

Shareholder rights committee seeks to ensure that investors are equipped to protect and generate value through effective company monitoring and engagement.

Shareholder responsibilities committee advocates high standards of investor governance as well as their external stewardship responsibilities.

Integrated business reporting committee promotes meaningful disclosure that takes a holistic account of how companies protect value for informed investment decision-making.

Accounting and auditing committee seeks to ensure that financial reports meet the needs of investors and are prepared in accordance with high quality standards and assurance.

Business ethics committee promotes high standards of corporate culture and integrity in business strategy and operations.

Remuneration committee encourages alignment of interests of executive with those of investors to ensure remuneration plans motivate sustainable value creation.

Corporate risk oversight committee encourages the effective oversight of risk management and the appropriate reflection of risk in corporate strategy and capital allocation.

ICGN Global Governance Principles

ICGN012 Principles Booklet_FINAL.indd 1

16/02/2015 11:21

“To me, the benefit of ICGN membership and attending events is the opportunity to connect with the ever growing community of governance professionals and hear directly the perspectives of corporate, investor and regulatory practitioners. With these insights, I can be more effective in my own role.”

Michelle Edkins Managing Director, Corporate Governance and Responsible Investment, BlackRock, USA

Letters at a glanceUK, Department for Work & Pensions Consultation re Changes to Investment Regulations, Apr 2015

Italy, Ministry of Economy re Growth Decree, and multiple voting rights, Jan 2015

European Union, Members of the European Parliament re Shareholder Rights Directive Amendments, Jan 2015

France, AFG re the Florange Act and multiple voting rights, Jan 2015

Japan, Tokyo Stock Exchange re the implementation of the Corporate Governance Code, Mar 2015

Basle Committee re Corporate Governance Principles for Banks, Dec 2014

OECD re Principles of Corporate Governance, Review Nov 2014

European Commission re Effects of the IFRS in the EU, Nov 2014

Guidance

Corporate Risk Oversight (2015)

Integrated Business Reporting (2015)

Gender Diversity (2013)

Institutional Investor Responsibilities (2013)

Model Mandate: terms between asset owners and their fund managers (2013)

Executive Remuneration (2012)

Political Lobbying and Donations (2012)

Non-executive Director Remuneration (2010)

Anti-corruption Practices (2009)

Securities Lending (2007)

Viewpoints

Stewardship does not benefit from differential ownership rights

Human rights through a corporate governance lens

Removing obstacles to cross border voting

Corporate tax policy and arbitrage

Evaluating risk adjusted company valuations

ICGN Model Contract Terms Between Asset Owners and Managers

ICGN Guidance on Gender Diversity on Boards

ICGN Guidance on Anti-Corruption Practices

ICGN Guidance on IntegratedBusiness Reporting

ICGN Guidance on ExecutiveRemuneration

ICGN Guidance on Corporate Risk Oversight

MEMBERSHIP INSPIRING GOOD GOVERNANCE 07

Madrid

Paris

London

Milan

Frankfurt

Goteborg

RotterdamAmsterdam

Cape TownSydney

Kuala Lumpur

SeoulTokyo

TorontoNew York

DelawareWashington DC

Miami

San Francisco

Rio de Janeiro

Mumbai

Connecting peersInternational events

Over 12,000 people have participated in ICGN conferences in 30 cities since 1995. Over that time, the ICGN has built a reputation as the premier governance of the year for investors and companies alike. We take care to ensure high quality programmes to stimulate lively debate and thought-provoking discussion. Participants benefit from:

Unparalleled networking opportunities

Workshops on global governance priorities

Lively plenary debates and interaction

Audience voting on investor-led viewpoints

Connection Days: company and investor engagement

Since 2011, ICGN has invited companies to Connection Days, held alongside ICGN events, to meet with a critical mass of global investors. Board directors can discuss governance priorities beyond a handful of the company’s largest investors to a more international group. Investors benefit from direct communication with board directors for meaningful dialogue. Engagements have included: Societe Generale, Lafarge, GDF Suez, Telecom Italia, Pirelli, Prysmian, Generali, Mitsubishi, HOYA, Sony, Red Electrica, Ferrovial and many more.

Madrid

Paris

London

Milan

Frankfurt

Goteborg

RotterdamAmsterdam

Cape TownSydney

Kuala Lumpur

SeoulTokyo

TorontoNew York

DelawareWashington DC

Miami

San Francisco

Rio de Janeiro

Mumbai

Scholarships

In 2007, the first ICGN scholarships were awarded to support individuals working in difficult environments to promote good corporate governance reform at a local level. Since that time, over 60 individuals from 40 countries have benefited from the programme which is generously supported by Deloitte Touche Tohmatsu Ltd and Hermes Fund Managers.

“It was enlightening to learn directly from fund managers about developments in corporate governance. The practical exercises were also beneficial in appreciating the concepts and the facilitators were excellent.”

Nusula Kizito Nassunda, Senior Legal Officer, Capital Markets Authority, Uganda

Policy committee meetings

Led by ICGN Members themselves, our policy committees represent the ICGN position on a range of governance issues. We convene annual meetings to determine priorities for the year ahead based on perspectives from investors, companies and other stakeholders. Local and international standard setters often join ICGN committee meetings to understand issues of highest priority to the global investment and governance community.

“ICGN events provide an opportunity to participate in thoughtful debate with peers, companies, and regulatory bodies on governance issues. The high quality programmes deliver essential information and learning for a global investor such as the French Reserve Fund and we value our ICGN membership.”

Anne-Marie Jourdan, Chief Legal Officer Fonds de Reserve Pour Les Retraites, France

Global Network of Investor Associations

In 2013, the ICGN established the GNIA as an international collaboration of investor-led organisations with a common interest in promoting shareholder rights and responsibilities. The network enhances the capacity of national associations to share governance related priorities beyond local jurisdictions to an international audience thereby contributing to global governance reform efforts. Members are drawn form Australia, Brazil, Canada, Hong Kong, Italy, Malaysia, Netherlands, UK and the USA.

“Collaboration and exchange of ideas between like-minded players can lead to real improvements in governance standards at a global level. The ICGN’s policy committees, conferences and Global Network of Investor Associations provide a great forum for this dialogue, and are a vital supplement to ACSI’s corporate engagement and advocacy program in Australia.”

Paul Murphy, Executive Manager, Institutional Investment & Policy, Australian Council for Superannuation Investors

MEMBERSHIP INSPIRING GOOD GOVERNANCE 09

Informing knowledgeESG Programmes

ICGN-INSEAD Course

Jointly developed by ICGN and INSEAD, a world leading business school, Managing ESG Risks and Opportunities for Long Term Value Creation is a course tailored for senior investment professionals and corporate executives. The programme brings investors and companies together to enhance a common understanding of ESG risk analysis, valuation and mitigation. It is tailored for individuals whose roles are not primarily focused on corporate governance or sustainability and who play a key role in investment and business decision-making. The two-day programme takes place at INSEAD campuses in France and Singapore and is held twice a year.

ICGN Annual Course

Following an award from the European Commission in 2011, the ICGN Annual ESG Programme is the world’s first in-person programme for investors on how to integrate ESG factors in investment decision making processes. The programme primarily attracts investors to share experience and knowledge around how to identify, analyse and integrate ESG factors across the investment chain. Developed and delivered by investors for investors, the course has been delivered eight times to over 170 participants and takes place around the time of the ICGN Annual Conference and is held in different locations every year.

Academic meetings

Strengthening ties with leading business schools, the ICGN convened the first Academic Meeting with Nyenrode Business School in Amsterdam in 2014. This was followed by the London Business School in 2015 in partnership with the European Corporate Governance Institute. The meetings

present an opportunity for academia and capital market practitioners to share knowledge and experience on a range of corporate governance issues.

Yearbook

First published in 2005, the ICGN Yearbook draws on insights from some of the world’s leading commentators on corporate governance issues. It provides a memento of governance developments over the years and serves as a point of reference on topical issues of the day.

“We often presume our challenges to be unique, but when we engage we find resonance in our diverse experiences. Reading the contributions to the ICGN Yearbook left me with a clear sense of universal issues and common challenges and that our shared experience in the search for local solutions is an invaluable resource. Regular, focused and frank disclosure is imperative to continuous improvement the world over.”

Loren Wulfsohn, former Group Secretary, Standard bank Group Ltd, South Africa

Learning into practice… “Since attending the ICGN programme, we are creating an ESG report for each of our portfolio companies with green, yellow and red light indicators for all of the key areas and action steps to deal with sub-optimal circumstances. We have assigned one of our investment associates to be our “ESG Integrator”, and are driving a more proactive dialogue with our portfolio companies on progressive corporate governance policies such as proxy access and environmental and social policies such as employee relations, supply chain risks and environmental and safety risks.”

Willem Mesdag, Managing Partner, Red Mountain, USA

ICGN YEARBOOK 201330

Indra Nooyi, PepsiCo

Sustainable

capitalism

Why is the theory of sustainable

capitalism so difficult to achieve in

practice? Indra Nooyi provides the

answers and a way forward.

WWW.ICGN.ORG 31

THE VIEW FROM THE BOARDROOM

Much has been written about

sustainable capitalism. It’s been

the subject of discussion for many

forums, prestigious think tanks and

academic institutions. Some people

have lauded the concept. Many have

criticised it. Many companies have

actually struggled to deliver on this

notion. What is it and why is it so

difficult to deliver on?

When I think of sustainable capitalism,

I’m referring to private enterprise that

manages itself for a certain level of

returns, balanced with the duration

and sustainability of these returns. It

is business that balances stakeholder

concerns with shareholder needs, and

most importantly, it is business that

recognises that, wherever it operates,

it does so responsibly.

Engine Charlie

There’s an enlightening story about

sustainable capitalism that begins in

the early 1950s. It concerns a man

named Charles E. Wilson, nicknamed

‘Engine Charlie’ because he was the

CEO of General Motors.

In those days, General Motors was

truly an iconic American company.

During World War II, Engine Charlie’s

General Motors had secured the

largest government contract of any

corporation. After the war ended, GM

controlled 50 per cent of the domestic

automobile market and employed

more than 600,000 people.

When President Eisenhower needed

to select a Secretary of Defense,

Engine Charlie seemed like the natural

– and uncontroversial – choice. But

then came the confirmation hearings,

where the Senate Armed Services

Committee asked Engine Charlie if he,

as the Secretary of Defense, would

be prepared to make decisions that

were in the national interest, but were

adverse to General Motors’ interests.

Charlie responded with one of the

most infamous political gaffes ever:

“What is good for General Motors,”

Wilson reportedly said, “is good

for America.”

“What’s good for GM is good for

America” became a cultural proof

point, indicative of the ‘arrogance’

of the business community. But the

irony is that Engine Charlie never said

that. In fact, he had said exactly the

opposite. He said: “I cannot conceive

of a situation where America’s

interests and General Motors’

interests do not align, because for

years, I thought that what was good

for the country was good for

General Motors.”

These words, stated back in the

1950s, are profound: “What is good

for the country is good for General

Motors.” I would like to pick up on

this theme and explore “what is good

for our country” as a starting point for

sustainable capitalism.

Measuring performance

We can all agree that any successful

economy has to have economic

growth and security. This is only

possible with a thriving private

enterprise that generates strong

returns, and constantly renews itself

to sustain these returns for the long

term. For a country to be able to

thrive, plan and invest in important

priorities like education, healthcare

and infrastructure, it has to have

the confidence in both the level and

duration of returns from

private enterprise.

We all know how to manage for a

desired level of performance. We

have quarterly financials, constant

share price updates, and financial

dashboards that show us the

level of performance at any

given moment.

It can be very tempting to put all our

energy and resources into maximising

the level of returns in the short

term; but the country also needs

private enterprise to manage for

the long term. This is the challenge

for business leaders: to effectively

balance both the level and duration of

performance in an environment that

perhaps does not fully appreciate the

need for this balance.

This is no easy task. Managing for

duration means that you do not

generate wealth and opportunity

today at the expense of others, or at

the expense of future generations,

shareholders and society alike. It

requires adequate levels of investment

by every company in areas like long-

term research and development,

people training and development,

and organisational renewal so

that companies can address the

challenges they face to operate

successfully in today’s volatile,

global, highly-competitive, uncertain

environment. It also means worrying

about a company’s impact on society.

A company that keeps its costs down

by deliberately dumping its waste

into a nearby river may be delivering

the levels of profit a company needs

in the short term, but it’s certainly

not delivering on duration, because

somebody else has to pick up those

costs to society.

Unfortunately, I’m not sure that

private enterprise is delivering on the

imperative of sustainable capitalism.

In fact, I can say with a great degree

of confidence that, despite the

awareness of the incredible long-

“It can be very tempting to put

all our energy into maximising

short-term returns, but the

country also needs private

enterprise to manage for the

long term.”

>

Awards

The inaugural ICGN Awards were presented at the 2001 ICGN Annual Conference in Tokyo to Sir Adrian Cadbury (UK), Ira M. Millstein (USA) and Professor Hasung Jang (Korea). Since then, the ICGN Award has been given annually to individuals who have demonstrated exceptional achievements in the field of corporate governance and contributed to significant improvements in one or more jurisdictions.

“Engaging shareholders and improving communication is a passion for me, so I am honored and humbled to receive the 2010 ICGN award. I have learned so much from my colleagues at the ICGN and always appreciate the opportunity to discuss the tough issues we face. Their insights have been invaluable in the development of some of the innovative corporate governance practices I have been able to put in place.”

Margaret Foran, Chief Governance Officer and Secretary, Prudential Financial (USA)

Website

The ICGN website provides latest updates on our work programme including upcoming events, comment letters and new guidance. A number of tools are available exclusively to ICGN Members including:

ICGN Connect enabling Members to search for like-minded peers across the world via an online networking portal exclusively for members.

Country Correspondents offering a ‘first stop shop’ for country specific

information, useful links and corporate governance data.

Governance Library providing a range of governance related materials including keynote speeches, conference transcripts and discussion papers.

MEMBERSHIP INSPIRING GOOD GOVERNANCE 11

Milestones over 20 years...

ICGN founded at a meeting of the Council of Institutional Investors in Washington DC

First ICGN Board elected by Members in Paris

Sir Adrian Cadbury, Ira Millstein and Hasung Jang receive inaugural ICGN Award

First ICGN Executive Director is appointed in London

ICGN Scholarships launched in Cape Town

First Country Correspondent appointed from Brazil

European Commission mandate awarded for ESG training

First ICGN Academic Meeting held hosted by Nyenrode Business School

Policy to ‘develop corporate governance guidelines’

agreed in London 19961995

1997

2001

2004

2007

2010

2012

2014

1999

2003

2005

2008

2011

2013

2015

Adopted OECD Principles of Corporate

Governance

ICGN Global Corporate Governance Principles

initiated

Inaugural Yearbook launched

ICGN formalised as a company limited by

guarantee

Company engagements begin with ICGN

Connection Day in Paris

Global Network of Investor Associations established

in New York

ICGN partners with INSEAD for ESG education

Join the ICGNBecoming an ICGN Member places you at the heart of the global governance community, enhancing your visibility, networks and knowledge.

Fee schedule

Investors AuM - $bn fee memberships >60 £2,200 4 >10 <60 £1,650 3 >1 <10 £1,100 2 >1 £550 1Companies Category fee memberships For Profit £550 1 Non Profit £336 1Individuals £336 1

• Fees are subject to UK value added tax if applicable.• A joining fee of £49 (excl. VAT) is payable on initial

subscription. • Registrations received between 1 January – 30 June are

subject to an annual subscription and registrations received between 1 July – 31 December are subject to an 18 month subscription.

• Renewal fees are due on 1 January.• Additional memberships can be subscribed at £550

or £336.

Apply

www.icgn.org/membership vera.zapletalova@icgn.org +44 (0)20 7612 7011

Elect the ICGN Board of Governors and approve

our work programme

Receive free guidance, viewpoints and policy updates

Fast-track career development with ESG education

Network at international events and benefit from Member discounts

Influence public policy through ICGN Committees

Join ICGN events and meet

hundreds of delegates

Contribute to the ICGN Yearbook and share your

insights on emerging issues

Act as a Country Correspondent providing local knowledge to a

global audience

MEMBERSHIP INSPIRING GOOD GOVERNANCE 13

Investor and Corporate Members

AAberdeen Asset Management

Acadia Investment Management

Addenda Capital Inc

AIMCo

Alliance Bernstein

Allied Electronics Corporation Limited

AMP Capital

Amundi

Andra AP-fonden, AP2

APG Asset Management

Arabesque Asset Management

ATP

Aviva Investors

Axa Investment Managers

BBaillie Gifford & Co

BHP Billiton International Services

BlackRock

BNP Paribas Asset Management

BNY Mellon

Boston Common Asset Management

BP International

British Columbia Investment Management

CCaisse des Dépôts et Consignations

Caixa de Previdencia dos Funcionarios do Banco do Brasil - PREVI

California Public Employees’ Retirement System - CalPERS

California State Teachers’ Retirement System - CalSTRS

Canada Pension Plan Investment Board

Capital International

Cartica Capital

Cbus

CCLA Investment Management

Cevian Capital

Charles Schwab Investment Management

CM-CIC Asset Management

Coca-Cola Company

Colorado Public Employees’ Retirement Association

Comgest

Cyient

DDeguest Pte

DIAM Co

EElement Investment Managers

FF&C Management

Fidelity Worldwide Investment

Fjärde AP-fonden, AP4

Florida State Board of Administration

Fonds de Reserve Pour les Retraites

Första AP-fonden, AP1

Franklin Templeton Investments

Future Fund

GGas Natural SDG

Generali Investments Europe

Genesis Investment Management

Glencore

GO Investment Partners

Government Employees Pension Fund of South Africa

Government Institutions Pension Fund Namibia

HHESTA Super Fund

Hoya Corporation

HSBC Global Asset Management

IING Investment Management

JJP Morgan Asset Management

JP Mprgan Chase

JP Morgan WSS

Jupiter Asset Management

KKnight Vinke Asset Management

Kumpulan Wang Persaraan, Retirement Fund Incorporated

LLazard Asset Management

Legal & General Investment Management

Legion Partners Asset Management

Los Angeles County Employees Retirment Association - LACERA

“ICGN provides an indispensable forum for discussing emerging governance issues, learning best practices from global thought leaders and exchanging topical ideas with peers. For CalSTRS, with our $186.6 billion global investment portfolio, no other organisation better fits our needs in this area.”

Aeisha Mastagni Investment Officer, CalSTRS, USA

“ICGN is an invaluable forum for discussing how governance is evolving in different markets. PREVI’s participation in ICGN is key to building relationships with foreign institutions and investors who actively engage with companies on corporate governance practices.”

Marco GeovanneExecutive Director of Governance and Holdings, Previ, Brazil

MMEC Company

Microsoft

Mirova – Natixis Asset Management

MN

Momentum

NNEI Investments

Nestle SA

New Zealand Superannuation Fund

Newton Investment Management

Nissay Asset Management

Norges Bank Investment Management

Novartis International

OOAO LUKOIL

ODDO Securities

OFI Asset Management

Ohio Public Employees Retirement System

Old Mutual plc

Ontario Teachers’ Pension Plan

OPSEU Pension Trust

ORIX USA Corporation

PPensioenfonds PNO Media

Pensioenfonds Vervoer

PepsiCo

Pfizer

PGGM Investments

PhiTrust Active Investors

Pirelli & C

Prudential Financial

Prysmian Spa

PSP Investments

RRBC Global Asset Management

Red Electrica Corporation

Red Mountain Capital Partners

Robeco

Rockefeller & Co

Royal London AM

RPMI Railpen Investments

SSarasin & Partners

SAS Trustee Corporation

Schroder Investment Management

Sjunde AP-fonden, AP7

Sparinvest Holding

Standard Bank Group

Standard Life Investments

Stanford Management Company of Stanford University

State of Wisconsin Investment Board

State Street Global Advisors

Sumitomo Mitsui Trust Bank

Super-Max Offshore Holding

Swedbank Robur Fonder AB

Syntrus Achmea Asset Management

TTelecom Italia

Teslin Capital Management BV

TIAA-CREF

TOBAM

Tredje AP - fonden, AP3

Triodos Investment Management

UUAW Retiree Medical Benefits Trust

UBS Global Asset Management

Unipension Fondsmaeglerselskab

UniSuper

Universities Superannuation Scheme

VVicSuper

WWellington Management Company

“As a long standing Member, I continue to find that the time I invest in the ICGN is helpful in achieving the objectives I have set for my company in the area of corporate governance. I strongly believe that governance professionals form the corporate community can realize value from becoming part of the ICGN membership.”

Mark PreisingerDirector of Corporate Governance, The Coca Cola Company, USA

“As an institutional investor that adopts a holistic-long term approach to responsible investing, we aim to keep abreast with latest corporate governance best practices. ICGN provides this avenue via their events, courses, publications and engagements with institutional investors for the betterment of corporate governance on a global scale.”

Rizal Mohamed AliAssistant VP, Retirement Fund Incorporated, Kumpulan Wang Persaraan, Malaysia

MEMBERSHIP INSPIRING GOOD GOVERNANCE 15

Contact us

To become an ICGN Member contact:

Vera Zapletaleva, Membership Manager:

By email: vera.zapletaleva@icgn.org

By telephone: +44 (0)20 7612 7011