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13 February 2023 | Press Release
ESG and stakeholder capitalism will have a meaningful and lasting impact on US corporate boards, according to a new study by The Conference Board. 68 percent of survey respondents believe that ESG will have a significant and durable impact on their boards, while 53 percent say the same about stakeholder capitalism.
Released today, a suite of reports describes how the focus on ESG and multi-stakeholder interests is affecting boards, and provides forward-looking insights on how boards can:
“We are at the outset of a sustainability transition of business, which overall may be as significant as the digital transition but will affect each company differently,” said Paul Washington, co-author of the report and Executive Director of The Conference Board Governance & Sustainability Center. “Accordingly, as with any ‘strategic inflection point,’ the role of the board is changing and becoming more of a strategic partner with management in setting priorities and balancing the interests of multiple stakeholders. This does not require a shift in the line between board and management responsibilities, but does require a fresh look at board composition, structure, and capabilities.”
The reports by The Conference Board Governance & Sustainability Center were produced with Morrow Sodali and Weil, Gotshal & Manges. Included throughout are insights from a Working Group featuring more than 240 executives from 137 companies. Highlights include:
Part 1: Implications of ESG and Stakeholder Capitalism for Boards
Overall impact and outlook
“Boards do not need to reinvent the wheel. They have long considered issues that now fall under the heading of ESG and have factored the well-being of employees, customers, and communities into their decision-making. Just as companies are integrating sustainability more deeply into their business, boards should evaluate how they can build ESG and stakeholder perspectives into existing board and governance processes,” said Merel Spierings, co-author of the report and Researcher at The Conference Board Governance & Sustainability Center.
Part 2: Board Composition and Capabilities
Committee Structure & Leadership
“As companies are thinking about the allocation of ESG responsibilities they will want to consider the responsibility for coordination as well,” said Lyuba Goltser, Partner, Weil, Gotshal & Manges. “A benefit of allocating ESG responsibilities to several board committees is that each committee can dig deep into its assigned areas, but there are risks as well, including potential overlap in responsibilities, and the siloing of issues with individual committees. These risks need to be controlled and managed.”
Part 3: Board Information and Engagement
“In support of the greater board awareness and focus on ESG-related topics, keeping directors connected to stakeholder views requires a combination of consistently insightful and relevant information as well as direct board engagement,” said Susan Choe, Head of US Corporate Governance & Sustainability, from Morrow Sodali. “When it comes to direct board engagement, companies can take several steps, in coordination with management, including having their board members directly engage with shareholders, meet formally and informally with employees, and serve on and meet alongside management with community advisory groups.”
Part 4: Board Evaluations of Corporate, Management, and Its Own Performance