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TRANSCRIPT
New Corporate Governance
16th IBGC Congress
Sao Paolo
© by Professor Martin Hilb
President of the Swiss Institute of Directors and
the International Center for Corporate Governance
November 16th, 2015
2www.icfcg.org
CG
Re
se
arc
hCG
Pra
cti
ce
CG Education
(in cooperation with IMP-HSG) Swiss Board School
International Board Academy
University Board Education
Board Networks
Board Consulting
Female Board Pool
Board Publications
Board Guidelines
Board Research
(at HSG)
(in cooperation with IMP-HSG)
(in cooperation with EIASM & FIM-HSG)
(in cooperation with Haupt)
The
«Controlling»
Board
The
«Prestigious»
Board
The
«Entrepreneurial»
Board
The
«Directing and
Controlling»
Board3 4
1 2
Controlling
Dir
ecti
on
3
Development Levels of Boards
Lack of adaption to a particular situation
Lack of strategic direction on the board level
Lack of professionalism regarding the selection,
review, remuneration and succession planning of the
Board of Directors and the Top Management Team
Lack of strategic monitoring and risk management
on the board level
4
Corporate Governance Problem Areas
5
S ituational
S trategic
I ntegrated
K eep it controlled
Reversed KISS-Principles
6
Book published in:
- Sao Paolo in Portuguese
- Buenos Aires in Spanish
- New York in English
- Berlin in German
- Lausanne in French
- Beijing in Chinese
- Saigon in Vietnam
- Tokyo in Japanese
New Corporate Governance
Non-listed companies
Small companies
Family companies
Hospital governance
Governance in Germany
Corporate governance system National governance system
But often …
=
7
SKeep it ituational
Listed companies
Big companies
Public companies
Bank governance
Governance in Canada
Best Practice for:
≠
≠
≠
≠
≠
(1) Exemplary
BoD Team
8
Keep it trategic
(2) Effective
Structure
S
(3) Innovative
Culture
of Trust
(4) Holistic
Vision
9
(1) Board Composition
«How can a team of committed
Board members with
individual IQs above 120 have
a collective IQ of 60?»
(Peter Senge)
10
11
12
Board
Function
Board-
Team-
Roles
Board
Know
How
Chairperson
of the Board
Vice Chair
of the Board
Independent
Member A
Independent
Member B
Independent
Member C
Corporate
Secretary
Coach Developer Controller Creative
Designer
Constructive
Critic
Organizer
Auditing
International
Markets
(Europe/Asia/
Americas)
HRM
Consumer
Business
Risk
Management
Compliance
X
X
X
X
X
X
(2) Board Structure
Small enterprises: 3 members
Medium enterprises: 5 members
Large enterprises: 7 members
With only two Committees:
Integrated Audit and Risk Management Committee
Integrated HRM Committee
13
14
(3) Board Culture
WE NEED …
(1) … to freely express our
own views, …
(2) … to learn from
conflicts, …
(3) … to trust our
management …
„COOL HEAD, …
… WORKING HANDS”
♥… WARM HEART …
… and to be diplomatic.
… and to be able to forget.
… and to keep an eye on
what is happening.
Cooperation Rules
Board Cooperation
Principles
(How do we get along with
one another?)
Board Sucess
Measures
(How do we create an
enduring differentiation
between our company and
our most important
competitors?)
Board Coopetition
Cooperation
Co
mp
eti
tio
n
15
16
Society
Customers
Employees
(incl. Executives)
Stakeholder Value Approach
Shared
Value
Approach
Customers
Shareholders
Top Executives
Shareholder Value Approach
Stakeholder Orientation
Sh
are
ho
lde
r O
rie
nta
tio
n
Customers
Intrapreneurs
Public
Share-
holders
(4) Board Vision
Employees
Shareholders
«The prime role of the board of directors of this company is to help
create simultaneous value for its
customers
shareholders
employees, and
society.
The board expects that the company should rank in the top quartile of
peer companies in total shareholder returns (including the cost of
capital) and in voluntary loyalty of customers, employees and society
as measured over one and three years.»
17
18
Board Cockpit* (for Board Meetings)
Board Cockpit Dimensions
Board Sign
Trend
Analysis
comparing
with
previous
terms (%)
Comparison
with key
competitors
(%)
Actions
+ = -
Financial Board Cockpit
Liquidity
Profitability
HR Board Cockpit
Productivity
Voluntary Loyalty
Market Board Cockpit
Market Positioning
Innovation Level
Environmental Board Cockpit
Company Reputation
Eco-Efficiency
* The Board Cockpit Dimensions have to be chosen by each company individually. Furthermore, comparisons with competitors should only be
made if useful and possible.
= Negative
= Neutral
= Positive ©2009 by Martin Hilb, St. Gallen/Switzerland
19
Roles of Board of Directors and Executive Board
Value
Creation
Strategy
Development
Strategy
Ratification
Strategy
Implementation
Strategy
Implementation
Monitoring
Board of
Directors
Top
Management
Team
PHASE
LEVEL
20
- We want to run and operate a highly
reputed law firm rendering first class
professional legal advice to domestic and
international clients at competitive rates, providing
value for money and securing a reasonable income
for ourselves
- We measure our quality and success on the
reaction of our clients
In Search of
Excellence by
Adding
Simultaneous
Value for Our
Associates
Pu
blic
Clients
Part
ners
-W
e w
ant to
be re
cogniz
ed a
s o
ne o
f the le
adin
g
inte
rnatio
nal la
w firm
s in
the c
om
merc
ial b
usin
ess
world
-W
e m
easure
our q
uality a
nd s
uccess o
n th
e
reactio
n o
f the p
ublic
- We are striving for a performance-driven and
innovative culture of trust. The responsibilities of our
associates should be purposeful, satisfying and allow
scope for initiative
- We measure our quality and success on the
reaction of our associates
-W
e a
re s
triv
ing f
or
reasonable
pro
fita
bili
ty,
whic
h w
ill
enable
us to independently a
chie
ve q
ualit
y g
row
th
-W
e m
easure
our
qualit
y and s
uccess o
n the r
eaction
of our
part
ners
Example of a Corporate Vision of an International Law Firm
«Vision without action is a
dream, but action without
vision is a waste of time.»
(Nelson Mandela)
21
(3) Board
remuneration
22
IKeep it ntegrated
(1) Board
selection
Board
vision
Board
team
Board
culture
Board
structure
(4) Board
development(2) Board
feedback
Interviewers Chairman CEOBoard
Member
Team
Assessment
Time 09.15 - 10.15 10.15 - 11.00 13.45 - 14.45
Personality Integrity ■ ■
Independence ■ ■
Breath of Mind ■ ■
Stress Tolerance ■ ■
Professional ExpertiseExperience of CFO with
Success Record■ ■
Management
Experience in China■ ■
Risk Management
Expertise■ ■
Fluent in English and
Chinese■ ■
Social Skills Team Role: Controller ■ ■
Constructive Openess ■ ■
Listening skills ■ ■
Optimistic Realism ■
Leadership Skills Planning skills ■ ■
Organizational skills ■ ■
Motivation skills ■
Controlling skills ■ ■
Key Dimensions
(1) Board Selection
24
Performance of
the Board Team
Performance of
the CEO
Performance of
the Company
(2) Board Feedback
25
(2)
(1)
(3)
Internal Equity
External Equity Company
Performance Equity
(3) Board Remuneration
26
(4) Board Development
Internal Board Workshops
External Board Seminars
Board-Network Meetings
Yearly Board-Meeting regarding Succession
Planning
The Board’s
Controlling
Functions
Financial
Reporting
Risk
Management
Internal
Control
Internal
Audit
Legal & Ethical
Compliance
Communication
Measuring
Effectiveness
External
Audit
27
eep it controlledK
Ethical Compliance
Le
ga
l C
om
plia
nc
e
28
illegitimate legitimate
legal
illegal
Compliance Management
Probability
Imp
ort
an
ce
29
low medium
mediu
mlo
whig
h
high
Risk Matrix
Reputation
Risk
Product
Risk
Market
Risk
HR Risk
Liquidity
Risk
30
Self-review by board members
Board review by shareholders
Board review by researchers
Board review by the media and the public
Board review by top management
Board Audits
31
Corporate Governance Survey – Self-Evaluation by Board of Directors Team
… ongoing …
32
Shareholders
Board
Management
Corporate Governance Survey from a Management, Shareholder and Board Perspective: Importance
33
Satisfaction
Shareholders
Board
Management
34
Shareholders
Board
Management
Areas for Development
WHAT? WHO? WHEN?
(1) Create an effective system of controls for
managing major risks and identifying critical
issues and trends by introducing an
“Integrated Audit & Risk Management
Committee”
(2) Create an “Integrated Board Management
Committee” including targeted nomination,
evaluation, remuneration and development
(including succession planning) of well
diversified supervisory and managing board
teams
(3) Introduce annual outside directors-only
meeting
35
Action Plan
Corporate
Control
Corporate
Administration
Personal
EntrepreneurshipCorporate
Controlpreneurship
Strategic Monitoring
Str
ate
gic
Dir
ec
tio
n
36
Conclusion – Levels of Corporate Governance
3 4
1 2
… both …
… Shareholder Value …
… Entrepreneurship …
… Legality …
… Short-term Success …
… Global Learning …
… Transparency of Information …
… Direction …
«A board should keep its nose in …
… as well as…
… Stakeholder Value
… Checks and Balances
… Legimity
… Long-term Sustainability
… Local Adaptability
… Confidentiality of Information
… Control
… its hands out!»
37
Conclusion – Board Effectiveness means:
AND