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Jens Howitz (Pdf) Ledelsesevaluering og mangfoldighed Jens M. Howitz Managing Director Russell Reynolds Associates Januar 2014 Bestyrelsesprofil under forandring 1999 2013 Hvid, mand, midaldrende Mangfoldighed: Køn, alder, erfaring Homogen profil “Old Boys Network” Overvejende international/global Relationer og kontakter Udvælgelsesproces Dansk Kompetencedrevet Specifik baggrund og indsigt: Tidligere CEO / Generalist • Finans, SCM, Branding, CSR etc. Advokat •Emerging markeder •Brancheforståelse •Uafhængighed FTSE 100 CAC40 DAX AEX OBX OMX C20 ‘09 ‘12 ‘09 ‘12 ‘09 ’12 ‘09 ‘12 ‘09 ‘13 ’09 ’13 Female 11% 21% 8% 22% 5% 10% 14% 20% 39% 38% 10% 16% NEDs ‘Foreign’ 37% 41% 28% 31% 18% 26% 48% 53% 27% 39% 24% 35% NEDs Average Age 57 60 60 61 61 62 62 61 54 52 58 57 2 Virksomheder Novo Nordisk Lundbeck A.P.Møller – Maersk GN Store Nord Danske Bank Jyske Bank Carlsberg Topdanmark Coloplast FLSmidth & Co. Novozymes DONG Energy TDC Danish Crown Pandora Coop Danmark Vestas Wind Systems DLG Tryg Danfoss DSV Grundfos William Demant Holding LEGO Chr. Hansen Holding 3 Bestyrelsesmedlemmer 2013 vs. 2003 Anciennitet i top 25 virksomheder i DK 2013 Anciennitet i top 25 virksomheder i DK 2003 100 45 90 40 80 35 70 30 60 25 Antal Medlemmer Antal Medlemmer 50 Mænd Mænd 20 40 Kvinder Kvinder 15 30 20 10 10 5 0 0 0-3 år 3-6 år 6-9 år 9-12 år 12+ 0-3 år 3-6 år 6-9 år 9-12 år 12+ 4 Bestyrelsesmedlemmers nationalitet, top 25 2013 2003 3% 13% 6% 13% Dansk Dansk Nordisk Nordisk Andet Andet 74% 91% 5 Bestyrelsessammensætning, top 25 2013 2003 Køn: 83,9 % mænd & 16,1 % kvinder Køn: 96,38 mænd & 3,62 % kvinder Alder ved tiltrædelse: 52,20 Alder ved tiltrædelse: 51,61 Nationalitet: Nationalitet: - Dansk: 74,2 % - Dansk: 90,6 % - Nordisk: 12,9 % - Nordisk: 6,5 % - Andet: 12,9 % - Andet: 2,9 % Gennemsnitlig anciennitet i Gennemsnitlig anciennitet i bestyrelsen: 5,59 år bestyrelsen: 9,18 år 6 Bestyrelsesformænd, top 25 2013 2003 Køn: 100 % mænd Køn: 100 % mænd Alder ved tiltrædelse: 54 år Alder ved tiltrædelse: 52,77 år Nationalitet: Nationalitet : - Dansk: 80 % - Dansk: 96 % - Nordisk: 16 % - Nordisk: 4 % - Andet: 4 % - Andet: 0 % Anciennitet i bestyrelsen: 7,02 år Anciennitet i bestyrelsen: 12,19 år 28% var under 50 år & 24 % var over 16,6 % var under 50 år & 8 % var over 60 år ved tiltrædelse. 60 år ved tiltrædelse 7 Bestyrelsesprofil under forandring Bestyrelsesmedlem i dag: Stigende tidsforbrug (indhold og logistik) Forståelse for den specifikke industri/kompleksitet Større risiko og ansvar Større fokus på performance/pres fra ejere/aktionærer Øget konkurrence om bestyrelsesroller 8 Hvad er på agendaen? CEO Succession Det vigtigste job for bestyrelsen – Michael Treschow, Formand 25 % af europæiske CEOs kommer udefra (seneste 5 år) – 48 % af nuværende danske fra bestyrelsen eller eksternt CEO langt mere globale CEO sidder stadig kortere (fra 8,1 til 6,6 på 10 år) Succession planning fungerer dårligt Få kvindelige topchefer (kun 3 i FTSE100) og 1 i Danmark i 10 år (top 25) Bestyrelsesevaluering Fokus på governance, effektivitet, sammensætning, ledelse Eksternt vs. internt Offentliggørelse og opfølgning? Diversitet – kvinder Korrelation mellem diversitet og performance (McKinsey) Kvoteordning ruller ud: - Norge 40 % (2008) - Frankrig 40 % (2017) - Tyskland (debatterer) - Holland 30 % (2015) (frivilligt) - Spanien 40 % (2015) 9 Hvad er på agendaen? Diversitet - kompetencer Global (Vesteuropa, Østeuropa, USA og Sydamerika, Asien, Afrika) Specifikke funktionelle: Finans (revisionskomite), CSR, HR, SCM, Digital Men også: Vækst, M&A, IPO Praktiske udfordringer som følge af: Internationalisering (tidszone, sprog, fysisk tilstedeværelse m.v.) Diversitet; mulighed for bedre bestyrelse, men også risiko for mere friktion på grund af forskellig værdi, personlighed og kultur (Jean-Francois Manzoni, Professor, INSEAD) Vigtigt at minoriteter ikke bliver behandlet som minoriteter 10 Empirisk analyse af CEO karakteristika Demografi Antal respondenter: 3.700 + CEOs: 134 Virksomhedens størrelse: 1-70 mia. USD Branche Consumer, uddannelse, finans, industri og teknologi Geografi USA (75 %) Europa (25 %) 11 De ni CEO karakteristika Kategori Egenskab CEO adskillelseskriterier Fremadrettet tænkning Strategisk og proaktiv Planlægger forud og er forberedt på fremtiden Kalkuleret risiko Er risikovillig, men tager ikke unødvendige risici Velovervejede handlinger og beslutninger Er fokuseret på eksekvering, men er ikke Modig samt stærk på eksekvering for impulsiv Ser muligheder Er optimistisk omkring og opsøger aktivt nye muligheder Robust og hårdhudet Er hårdhudet og ihærdig/vedholdende men samtidig empatisk Menneskekender Vil gerne forstå forskellige synsvinkler uden at overanalysere Følelsesmæssig balanceret Viser intensitet/følelser men bevarer kontrollen Team lederskab Inkluderende og beslutsom Involverer andre i beslutninger, men er også i stand til at tage selvstændige beslutninger Viser tillid Kan omgås mange forskellige typer mennesker uden at være naiv 12 Overvejelser til forbedring af bestyrelsesarbejdet Foretage regelmæssig (ekstern) evaluering af bestyrelse og ledertalent - Ekstern evaluering bringer objektivitet og nye øjne på ledelse, samarbejde og strategi - Skærper bevidsthed om egen og andres indsats og udfordrer alle til at tage ansvar for bestyrelsens effektivitet og bidrag - Sammensætning og kompetencer Arbejde eksplicit med succession planning - Bør være fast punkt for nomineringskomite/formandskab - Nomineringskomite med ekstern deltagelse? Sikre balance mellem kontinuitet og fornyelse - Sammensætning skal kunne forholde sig til virksomhedens ståsted, strategi, vækstmuligheder og trusler - Udskiftning dikteret af behov og indsats snarere end regler - Uafhængighed og krydspositioner bør være mere i fokus - Selvom specifikke kompetencer er vigtige, må alle kunne tænke og agere på vegne af hele bestyrelsen - Tillid, respekt og gensidig sympati afgørende for en effektiv holdindsats 13 Q & A 14.
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