In recent years, Environment, Social and Governance (ESG) has become a critical topic for boards globally. In the face of relentless increase in regulatory and reporting requirements and significant pressure form shareholders and stakeholders, many boards are struggling to get ESG fully on to the agenda and to give it the importance it deserves. Board Committees are the un-song heroes of a board of directors – their workload has increased significantly.

While many Boards and Executive Teams fully understand and embrace the importance of ESG and Sustainability, they nevertheless struggle to make room for ESG in the board agenda and even when formally included in the agenda, business as usual often swamps quality board time being spent on ESG. In addition to growing pressure from shareholders, employees and stakeholders, there is a tidal wave approaching of significantly increased regulatory and reporting requirements for companies to prove that they are “walking the talk” on delivering on concrete ESG commitments.

While governance codes and regulation are continually evolving and strengthening internationally, the litmus test for every board of directors continues to be the capability of the board to add significant value, steer the organisation through challenging crises, optimise decision making and truly excel for its shareholders, employees and stakeholders.

But regulatory pressure and increasing Environment, Social and Governance (ESG) expectations should not be the only driver of the board’s focus on governance and organisation culture. Boards should ensure that the companies they oversee not only comply with such rules but also cultivate an authentic culture which defines and drives the beliefs and values of the company itself.

Culture and behaviours within the Boardroom are as important. They are a key determinant of the effectiveness of the board in leading and directing the business and in its ability to achieve its full potential. Board culture encompasses the set of values, beliefs, thinking and norms for behaviour. It is in some ways an elusive concept for boards, impacted by the sometimes unpredictable interaction of a wide range of people, process and performance dynamics, and is often implied rather than explicitly expressed.

Enhance your understanding of:

• Board Chairs
• Executive Directors
• Non-Executive Directors
• Board Committee Chairs and Members
• Company Secretaries
• Chief Executive Officers
• Senior Executives
• Chief Financial Officers / Finance Directors
• Chief People Officers / Heads of Human Resources
  • ESG/Sustainability Executives
  • In-house General Counsel / Heads of Legal
• Chief Risk Officers
• Chief Internal Auditors
• Heads of Governance
• Heads of Compliance
• Corporate Governance Professionals and Advisers
  • Governance Legal Advisers
  • Regulators