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This study investigates the impact of the COVID-19 pandemic on executive remuneration structures within South African transportation companies listed on the Johannesburg Stock Exchange, while also examining shifts in the intangible components of remuneration offered to employees. Employing a predominantly quantitative research design, the study analyses remuneration data to evaluate structural changes post-pandemic. Additionally, a qualitative analysis was conducted on corporate disclosures to assess the evolving nature of intangible remuneration elements. The findings reveal a notable shift in remuneration composition, with a greater proportion of executive compensation attributed to variable elements such as bonuses and short-term incentives, accompanied by a relative decline in base salaries. Moreover, companies demonstrated increased sensitivity to employee well-being, adopting flexible work arrangements and prioritising health and safety. These outcomes suggest that the pandemic catalysed both structural and philosophical changes in remuneration practices. The study contributes to the existing body of knowledge by offering a sector-specific analysis of how global disruptions can reshape compensation frameworks, thereby informing future corporate governance and human resource strategies.

The article examined corporate governance's effects on the performance of cement-producing companies in Zambia. Assessing the performance of one of the manufacturing segments of the manufacturing industry because of the effects of corporate governance was detrimental to findings on why there is limited growth in the industry. The study specifically assessed the effects of board size, board independence, CEO duality, multiple directorships, and board tenure on the company's performance. A deductive approach strategy was used, which focused on four leading cement-producing companies in Zambia: Lafarge, Dangote, Sinoma, and Zambezi Portland. A sample population of 150 participants was targeted. Questionnaires collected primary and secondary data from the company’s audited reports. This study used the principal components analysis, correlation, and regression analysis using SPSS version 27. The study found and concluded a positive correlation and effect between multiple directorships and board independence on the company's performance. CEO duality positively impacted the company's performance, but it was not statistically significant. On the other hand, it was concluded and found that board tenure and board size had a negative effect on the company's performance. This implied that they had a reducing impact on the performance of the companies in the cement manufacturing industry. Cement companies should tailor the size of their boards to meet their unique requirements, even though board size and tenure have a negative and statistically significant effect on performance.