For all of the urgency around economic, social, and governance issues, actions around the globe are uneven and slow moving. Before the coronavirus struck, Egon Zehnder spoke with Benet Northcote, former GreenPeace UK Chief Policy Officer and Director of Corporate Responsibility at the John Lewis Partnership, about the biggest challenges sustainability leaders face, how they are helping organizations make progress, and what key characteristics sustainability leaders need to be successful in transforming their companies—and the world.
For the past 16 years, Egon Zehnder has tracked gender and international diversity on boards around the world. This year, our 2020 report expands into racial, ethnic, and LGBTQ+ diversity. Read the findings.
The 2020 D100 will comprise 50 public company directors and 50 governance professionals and institutions who exemplify the knowledge, leadership, and excellence that our organization promotes. Nominees play a significant role in shaping the greater boardroom agenda.
Daniel Daeniker, a partner at the renowned law firm Homburger, recently addressed the issue of whether there are drawbacks when a former CEO joins the board of directors of their company, perhaps even becoming its chair. He advocated adopting a best practice approach, as opposed to a more rigid interpretation of international governance concepts. Let me elaborate on that: That leaders need some form of governance is a given. Anyone under no obligation to respect certain principles risks putting themselves first and the company’s welfare second. The question is to what extent top managers are involved when a company defines its code of governance.
Family company Boards must create and maintain strong succession plans that consider both internal and external talent, as well as development plans for potential successors—and do all this while balancing the values and priorities of the family with the demands of growing and sustaining a business.
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