It’s a sign of the times that progressive companies are defining their corporate (moral) purpose – their reason for being that goes beyond making
a profit.
Social responsibility is contextual and shifting. What’s significant is that the scope of “S” in ESG has progressively widened over the
past two decades, reflecting the evolving business environment of interconnected and interdependent markets.
Covid-19 has accelerated many trends, especially digitisation and the transformation of businesses and processes. There is no returning to the old normal.
While Covid-19 has put pressure on some companies to simply survive, it should be crisis management in the short term for a long-term future.
With the prevalence of big data and its significant benefits and challenges, boards should also pay attention to data governance and usage. The data suggests that the majority of directors are not there yet.
No industry is immune to digital disruption. How can the board play its performance role in the company’s strategic response to new business models and other changes?
Climate change is a pressing issue. How does one convince the management and fellow board members to do our part
for climate change?
Sustainability should be more than about being financially sustainable as the be-all and end-all of an enterprise.
