Board Development and Management

Climate Risks Are Financial Risks An alarming USD 1.14 trillion in corporate value, linked to the world's largest stock markets is exposed to severe socio-economic impacts from #climatechange by 2050. Data from the Climate Hazard and Vulnerability Index (CHVI) highlights a critical blind spot for many businesses: 📌 48 countries will be highly vulnerable to socio-economic climate impacts by mid-century, double today’s figure. 📌 Major emerging markets are expected to face significant climate-related disruptions. 📌 India alone accounts for over USD 1 trillion of the at-risk corporate assets, dramatically impacting global markets and supply chains. 🚨Companies must place dedicated climate leadership at the highest level to proactively identify risks, anticipate market disruptions, and strategically invest in long-term resilience. 🚨 Businesses should move beyond physical hazards to systematically report and manage socio-economic climate vulnerabilities. Transparent, detailed disclosures help stakeholders understand risks and encourage informed investments. 🚨 Corporates must prioritize investment in resilient infrastructure, diversified supply chains, and sustainable practices, particularly in vulnerable regions. This strategic foresight protects operational continuity and market valuation. The globalized nature of corporate operations means that climate vulnerability anywhere becomes a financial risk everywhere. 🌱 Is your company equipped with climate leadership at board level? Read more here 👇 https://lnkd.in/eFnsnjyY #ClimateRisk #ClimateLeadership #SustainableGovernance #ESG #BoardGovernance #InvestmentStrategy #Resilience #ClimateAction

The recent regulatory guidelines, viz RBI Master Directions of Nov 2023 and SEBI Cybersecurity and Cyber Resilience Framework (CSCRF) of Aug 2024 lay added importance to cyber resilience, business continuity and disaster recovery, incident response and recovery from cyber incidents. Boards are being increasingly attentive and seeking deeper insights on the organizations' preparedness to respond to and recover from cyber incidents. Being part of the Boards of regulated entities, I saw this quarter's IT Strategy and Technology Committee meetings, as well as the Board meetings delve deep and enquiring with the security and technology leadership and sometimes, directly from the MD/CEO, on : 1. Cyber incidents reported, their impact and root-cause assessments. Note : for the organizations, these were mostly hits or false positives. 2. Resilience scores, with Q-o-Q and Y-o-Y comparatives 3. Business Continuity Drills and results 4. Disaster Recovery exercises and results 5. Health check report on the primary as well as the recovery sites, including cloud DR assessments 6. Cyber / technology risk assessments 7. Compliance and reporting (technology) 8. Ongoing governance and improvement around the Cyber Crisis Management Plan (or similar plan, by whatever nomenclature it's defined) 9. Adequacy of technology & security resourcing and training 10. Data protection, with special emphasis on vendor / third party access to critical data & resources and controls around the same The above were some of the top discussion points, but not the only ones. As Boards are made more and more involved and responsible over governance of the organizations' cyber security, resilience, technology governance and risk assurance, Board members will engage more regularly on discussions about cyber risks, inquire of the management their capacity-capability-readiness to respond to and recover effectively from cyber incidents. And above all, the Board would like to ensure compliance to all the relevant regulatory provisions, including on technology and #cybersecurity. To all Technology and Security leaders - the message is very clear, the regulators and the Boards would like to see much more than mere tick mark exercise, specially if you're a regulated entity. - read through each clause in the directions & circulars from regulators - assess thoroughly your current status, including process, operations, technology architecture, procedures, documentation et all - perform risk assessment - technology and operations, over each part of your business - conduct data flow analysis, ascertain your data protection strategy - analyze your third party / vendor connections at all business touchpoints Once you analyze your current state, compare with the requirements given by regulatory directions. Then, step-by-step, put in the measures, updates, upgrades. These are critical steps and require expert acumen - take help from external experts, as required. #technologygovernance

If you’re a woman exec ready to join a board, but not entirely sure how to go about it, there’s a terrific organization you should know about, called Him for Her. It puts potential board members together with CEOs, VCs and private equity companies who are frequently looking for board members, and even better the conversations take place over dinner. The best way to describe it is “director dating” and last week I co-hosted my second Him for Her soiree at Danny Meyer’s Union Square cafe, in NYC, where 15 seriously accomplished women met another 15 or so VCs and PE investors looking for new directors. The founder of Him for Her is a former tech exec, Jocelyn Mangan (Ticketmaster, Open Table) who realized that even the most experienced women don’t always have a network of CEOs or senior execs they can alert to their ambition to become a director. So she decided to close this “network gap” and create a social network where people meet, get to discuss relevant ideas (we had a frenetic discussion over when and how companies weigh in on geo-political issues). She’s signed up over 100 VC and PE firms and placed scores of women into board seats, including many women of color. It sounds absurd to call women diverse, given we are 51 per cent of the population, but despite all the virtue signaling from companies about how seriously they take female empowerment, we still make up only 33 per cent of public boards. And private equity and venture-led businesses rank way worse with a mere 14 per cent of board seats filled by women. And only three per cent of those are held by women of color. (For a moment it looked like there might be real progress in 2018 when California passed its Women on Boards law, mandating all companies based in CA include at least one woman. But it was overturned last year and so there is no longer any data on board composition being collected by the CA Secretary of State’s office. ) So if you’re an investor or CEO looking to add accomplished diverse execs to your board, or a woman ready to slip into a board seat, add HimforHer.org to your quiver. H4H also has a supply chain of directors for public companies too. And hopefully I will get to meet you at a dinner one of these evenings. #HimforHer #DannyMeyer #boards #womenonboards #director #Unionsquarecafe #JocelynMangan

To UAE private sector companies preparing to pull the "lack of qualified female board candidates" card, consider this your friendly reminder: that myth has already been thoroughly debunked. Women currently hold only 5% of leadership roles globally in the private sector. This is a critical gap that demands immediate action, and the UAE is once again setting a powerful example. In 2021, the UAE introduced a law mandating female representation on the boards of publicly listed companies. The results have been nothing short of impressive. Female board representation has jumped from a mere 3.5% in 2020 to over 8.9% by 2023, according to the Securities and Commodities Authority (SCA) . The message is clear: intentional policies drive real, measurable change. There is no shortage of talented women. The UAE is home to an extensive pipeline of female leaders, and initiatives like Aurora50 are accelerating this momentum. Women are not only ready—they are thriving in board roles, bringing valuable expertise and perspectives. The business case for gender diversity is clear. Companies with gender-diverse boards perform better financially. According to MSCI’s global study, firms with more women on their boards saw a 36.4% higher return on equity. This is about more than representation—it’s about fostering better governance, innovation, and resilience in the face of challenges. While gender quotas have sparked this progress, the real transformation will come when diversity is embraced as a strategic imperative, not just a compliance issue. It’s time for a cultural shift where diverse leadership is seen as vital to innovation and sustainable growth. To the leaders of the UAE’s private sector: the future of your business relies on inclusive, forward-thinking leadership. If you're serious about strengthening your boardroom with fresh perspectives, I am more than happy to introduce you to exceptional female leaders who are ready to make a significant impact at the highest levels of corporate decision-making. #genderbalance #corporategovernance #womenonboards

🌍Board's role in Risk & Compliance Management 1. Risk Oversight Boards are responsible for ensuring that the organization identifies, assesses, and manages risks that could impact strategy, performance, or reputation. Key risk categories under board oversight: Strategic Risks – market shifts, competition, M&A, innovation. Financial Risks – credit, liquidity, capital adequacy, interest rate, forex. Operational Risks – fraud, cyber threats, business continuity, process failures. Compliance Risks – regulatory breaches, legal liabilities. ESG & Reputational Risks – environmental, social, governance, ethical lapses. Boards must ensure risks are within the defined risk appetite and that management has adequate mitigation frameworks. 2. Compliance Oversight Compliance is about adherence to laws, regulations, internal policies, and ethical standards. Boards must ensure that compliance frameworks are robust and effective. Core compliance areas: Regulatory Compliance – meeting sector-specific laws (e.g., banking regulations, labor laws, tax obligations). Internal Policies – ensuring codes of conduct, anti-bribery, AML/CFT, and HR policies are implemented. Reporting Obligations – timely, accurate disclosures to regulators, shareholders, and stakeholders. Ethics & Integrity – promoting a culture that discourages misconduct and protects whistleblowers. 3. Board’s Risk & Compliance Responsibilities Approve the risk appetite framework. Monitor risk dashboards and key risk indicators. Review the effectiveness of internal controls and compliance programs. Oversee independent assurance functions (audit, risk, compliance). Hold management accountable for breaches, losses, or systemic failures. Ensure the organization is crisis-ready. 4. Challenges in Risk & Compliance Oversight Complexity of regulatory environments (especially in financial services). Emerging risks (cybersecurity, climate risk, AI ethics) that boards may lack expertise in. Balancing innovation vs. risk control (e.g., fintech adoption). Weak compliance culture where policies exist on paper but not in practice. Over-reliance on management reporting without independent verification. 5. Best Practices ✅ Establish board risk and compliance committees. ✅ Conduct regular compliance training for directors and management. ✅ Use independent assurance (internal/external audit, risk reviews). ✅ Integrate risk management into strategy rather than treating it as a silo. ✅ Embrace technology tools (e.g., RegTech, risk analytics dashboards). ✅ Promote a tone from the top where compliance and ethics are non-negotiable. For customized consultancy services/trainings, contact #SmkSowalandAssociatesUG Tel: +256702865035

8 Board-Level Actions to Embed Sustainability 🌍 Sustainability is increasingly recognized as a core driver of long-term business performance. However, its integration remains uneven, especially at the governance level. While many companies have advanced operational initiatives, few have established the board structures, oversight mechanisms, and decision-making processes required to embed sustainability into corporate governance. As expectations from regulators, investors, and other stakeholders evolve, boards must become catalysts for strategic alignment, risk management, and capital allocation that reflect environmental and social priorities. A common starting point is the creation of a dedicated committee within the board focused on sustainability. This structure provides continuity in oversight, supports alignment across business units, and ensures that environmental and social considerations are consistently reviewed at the highest level. Approving sustainability targets at the board level strengthens long-term commitment and reinforces accountability. Targets should be aligned with science, supported by credible data, and accompanied by clear milestones to guide performance tracking. Aligning executive compensation with sustainability outcomes helps translate commitments into operational action. Incentive structures that reward measurable progress on environmental and social issues increase internal alignment and focus. Boards should ensure that sustainability risks are integrated into the enterprise risk management system. This includes identifying physical and transition risks and evaluating the company’s resilience through forward-looking scenario analysis. Capital review processes should require that new investments include environmental and social impact metrics alongside financial projections. This supports more informed decision-making and strengthens the link between capital allocation and sustainability objectives. Disclosure oversight must be treated with the same level of rigor as financial reporting. Ensuring the accuracy and completeness of ESG data, supported by third-party assurance where appropriate, increases transparency and trust. Board capability on sustainability requires continuous development. This includes targeted training for directors and the inclusion of individuals with deep expertise in climate, human rights, biodiversity, or other material topics depending on the company’s context. Embedding sustainability in governance is not an add-on. It is an essential shift that enables boards to make informed and responsible decisions in a rapidly changing world. The companies that align governance with sustainability will be better positioned to manage risk, capture opportunity, and build long-term value. #sustainability #sustainable #business #governance #esg

🌹 𝗧𝘄𝗼 𝗿𝗼𝘀𝗲𝘀 𝗮𝗺𝗼𝗻𝗴 𝘀𝗶𝘅𝘁𝘆 𝘀𝘁𝗲𝗺𝘀 - "𝗗𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲" 𝘀𝘁𝗶𝗹𝗹 𝗹𝗼𝗼𝗸𝘀 𝗿𝗮𝗿𝗲 𝗶𝗻 𝗽𝗼𝘄𝗲𝗿 Sixty-one of Germany’s most powerful CEOs just pledged €𝟲𝟯𝟭 𝗯𝗶𝗹𝗹𝗶𝗼𝗻 to “resuscitate” Europe’s largest economy under the banner "Made for Germany". It’s being called the boldest private investment push in decades. But look closely at the photo from the chancellery: 𝘁𝘄𝗼 𝘄𝗼𝗺𝗲𝗻. Germany, the engine of Europe, is deciding its future with a room that still looks like its past. 📊 𝗥𝗲𝗽𝗿𝗲𝘀𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝗶𝗺𝗮𝗴𝗶𝗻𝗮𝘁𝗶𝗼𝗻 𝗺𝗮𝘁𝘁𝗲𝗿𝘀. When the people at the table share the same networks, the same education, the same domestic setup (most with wives at home, none being the wife at home), blind spots don’t just creep in, they set the agenda. If half the population isn’t present, whose priorities disappear from €631 billion of investments? • Childcare infrastructure? • The female talent drain in STEM? • The hidden economic cost of unpaid care work?    We call it innovation. But a future designed by one demographic will always replicate that demographic’s past. 💔 𝗛𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝗾𝘂𝗶𝗲𝘁 𝘁𝗮𝘅 𝗻𝗼 𝗼𝗻𝗲 𝗻𝗮𝗺𝗲𝘀: Women who reach this room have sacrificed in currencies men are never asked to pay. They navigate tightropes, too soft, dismissed; too sharp, punished. They do this without the invisible “wife at home” who clears the path for male careers. They arrive not just late to the table, but already tired. So what now? 👇 Five power moves, for all of us. 1. 𝗞𝗶𝗹𝗹 𝘁𝗵𝗲 𝗺𝗲𝗿𝗶𝘁𝗼𝗰𝗿𝗮𝗰𝘆 𝗺𝘆𝘁𝗵.    Merit didn’t create this room. Networks, comfort, and sameness did. Name it or nothing changes.     2. 𝗥𝗲𝗱𝗲𝘀𝗶𝗴𝗻 𝘀𝗽𝗼𝗻𝘀𝗼𝗿𝘀𝗵𝗶𝗽.    Men: stop sponsoring mini‑mes.    Women: stop waiting for permission to be chosen. Build alliances that trade visibility, not favors.     3. 𝗧𝗲𝗹𝗹 𝘁𝗵𝗲 𝘂𝗻𝗽𝗼𝗹𝗶𝘀𝗵𝗲𝗱 𝘁𝗿𝘂𝘁𝗵𝘀.    Women in power: stop sanitizing the cost. Glossy success stories protect the system, not the next generation.     4. 𝗦𝗵𝗮𝗿𝗲 𝘁𝗵𝗲 𝗱𝗼𝗺𝗲𝘀𝘁𝗶𝗰 𝗹𝗼𝗮𝗱.    Until men do half the invisible labor at home, women will always carry two jobs into every boardroom.     5. 𝗥𝗲𝗱𝗲𝗳𝗶𝗻𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽.    Stop worshipping the 80‑hour war hero archetype. If leadership excludes caregiving, empathy, or difference, it’s not strength;     🌹 𝗧𝘄𝗼 𝗿𝗼𝘀𝗲𝘀 𝗰𝗮𝗻 𝘀𝘂𝗿𝘃𝗶𝘃𝗲 𝗮𝗺𝗼𝗻𝗴 𝘁𝗵𝗼𝗿𝗻𝘀. But if €631 billion is shaping Germany’s future, survival shouldn’t be the bar. 👊 A garden should be.

A highly qualified woman sat across from me yesterday.   Her resume showed 15 years of C-suite experience. Multiple awards. Industry recognition.   Yet she spoke about her success like it was pure luck.   SEVENTY-FIVE PERCENT of female executives experience this same phenomenon.   I see it daily through my work with thousands of women leaders. They achieve remarkable success but internally believe they fooled everyone.   Some call it imposter syndrome. I call it a STRUCTURAL PROBLEM.   Let me explain...   When less than 5% of major companies have gender-balanced leadership, women question whether they belong.   My first board appointment taught me this hard truth.   I walked into that boardroom convinced I would say something ridiculous. Everyone seemed so confident.   But confidence plays tricks on us.   Perfect knowledge never exists. Leadership requires:   • Recognising what you know • Admitting what you miss • Finding the right answers • Moving forward anyway   Three strategies that transformed my journey:   1. Build your evidence file Document every win, every positive feedback, every successful project. Review it before big meetings. Your brain lies. Evidence speaks truth.   2. Find your circle Connect with other women leaders who understand your experience. The moment you share your doubts, someone else will say "me too."   3. Practice strategic vulnerability Acknowledging areas for growth enhances credibility. Power exists in saying "I'll find out" instead of pretending omniscience.   REALITY CHECK: This impacts business results.   Qualified women: - Decline opportunities - Downplay achievements - Hesitate to negotiate - Withdraw from consideration   Organisations lose valuable talent and perspective.   The solution requires both individual action and systemic change.   We need visible pathways to leadership for women. We need to challenge biased feedback. We need women in leadership positions in meaningful numbers.   Leadership demands courage, not perfect confidence.   The world needs leaders who push past doubt - not because they never experience it, but because they refuse to let it win. https://lnkd.in/gY9G-ibh

Women now occupy less than one-fifth of corporate board spots of technology companies (50/50 Women on Boards). In tech, in many companies there aren’t enough women in the pipeline for leadership roles which ultimately impacts corporate board recruitment. If your organization is looking to recruit more women to its board, consider these factors: 📈Provide opportunities for women to move through the company in a variety of roles. 📈 Ensure women are considered for roles with profit and loss responsibility. These are most attractive for board positions. 📈Be specific about considering women with skills that are currently lacking on the board. Look for women who have acquired such skills in a different way, including those with a non-traditional career path. How is your organization creating opportunities for women to join the corporate board of directors? #Executivesandmanagement #Professionalwomen #Womeninbusiness

Mentee found out what they won’t tell you about board recruitment 🤷♀️ Dreaming of that board role? True story: A few months ago I recommended two women to a well respected #recruiter for a #NED role they were both more than qualified to fill. They both had the skills, interest, competencies and experience to be a quality #board addition. There were no unusual essential requirements for the appointment. I was irritated when I heard they were both turned away, encouraged NOT to apply, as they weren’t local and ‘being local to the area was a key requirement’, so if they applied they would not be put forward. One of these ladies -also a mentee- connected this week to share that she’d recently had dinner with a friend who mentioned that, whilst not local to the area, she had applied for the same board role, been shortlisted and interviewed...🤷♀️ The difference? As we spoke it became clear to my mentee that the recruiters can be gatekeepers. They are not your friend come recruitment time. It’s just business to them. She could have stayed disheartened by the experience. Instead we spoke about why women should continue to build their worth whether they are aspirant or experienced NEDs. Here are five things we agreed she can do in preparation for turning her next recruiter into a sponsor: 📍W: Widen that network – Don’t rely only on the community network or recruiters. Connect with the right industry leaders and existing, well connected board members. 📍O: Optimize your CV – Move it away from an executive to a Non-exec profile 📍M: Maximise your impact at the initial screening right through to interview – Focus on things like strategic vision and governance knowledge. 📍A: Align with the org 's mission – You will always be asked a question on your motivation. So, time to show your passion and values. 📍N: Nurture your expertise – Never stop learning! Consciously invest in your future to stay updated on industry trends and practices. Getting women willing to step into board roles or make a commitment often needs you to put a ring on it… #Vine -the grandpappy of #YouTubeShorts and #TikTok - was often cynically funny. Here’s an epic showing consistency of action - this also links to the theme of my other post today. (Disclaimer: This video is not representative of recruitment practice or board level decision making) #justdeboharris #mentorship #leadership #boardbasics