{
  "version": 3,
  "sources": ["ssg:https://framerusercontent.com/modules/cum6vxnO7slp7zOx9ZvI/nUjfhNZno5qglVrAG1Ek/LirKPvwBI-7.js"],
  "sourcesContent": ["import{jsx as e,jsxs as t}from\"react/jsx-runtime\";import{Link as a}from\"framer\";import{motion as n}from\"framer-motion\";import*as o from\"react\";export const richText=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"em\",{children:/*#__PURE__*/e(\"strong\",{children:\"\u201CWe believe that sustainability should be our new standard for investing.\u201D\"})}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"em\",{children:\"\u2014 BlackRock\"})]}),/*#__PURE__*/e(\"p\",{children:\"Sustainability for organisations can take on multiple shapes \u2014 from creating sustainable internal processes to achieving positive long-term outcomes through these processes for employees, stakeholders, and shareholders alike.\"}),/*#__PURE__*/t(\"p\",{children:[\"While this is about setting \",/*#__PURE__*/e(a,{href:\"https://sustainablebrands.com/read/new-metrics/transformational-goals-in-corporate-strategy-a-review-of-the-esg-goals-of-50-global-companies\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"ESG goals\"})}),\", it is also about \",/*#__PURE__*/e(\"em\",{children:\"measuring your progress\"}),\" towards them. This is where ESG frameworks come in to provide the much-needed measuring stick.\"]}),/*#__PURE__*/e(\"p\",{children:\"There is no uniform standard but there are various frameworks any organisation can reference or use as a guide to establishing a complete environmental, social, and governance (ESG) reporting process. These are all different and, sometimes, industry-specific which may be confusing.\"}),/*#__PURE__*/e(\"p\",{children:\"Question is, which ESG framework may be right for you and why?\"}),/*#__PURE__*/t(\"p\",{children:[\"That is what we will explore in this article. Hopefully, it will help you reach a definitive conclusion or, at the very least, provide useful insight.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"WHY IS ESG REPORTING NECESSARY?\"]}),/*#__PURE__*/t(\"p\",{children:[\"Basic ESG reporting \",/*#__PURE__*/e(a,{href:\"https://ec.europa.eu/info/business-economy-euro/company-reporting-and-auditing/company-reporting/corporate-sustainability-reporting_en\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"will soon be mandatory in the EU\"})}),\". But, where it\u2019s not, keeping account of your environmental, social, and governance metrics is important for your organisation\u2019s long-term health and for keeping your investors happy.\"]}),/*#__PURE__*/t(\"p\",{children:[\"According to one \",/*#__PURE__*/e(a,{href:\"https://www.edelman.com/sites/g/files/aatuss191/files/2020-11/Edelman%202020%20Institutional%20Investor%20Trust_FINAL.pdf\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Edelman survey\"})}),\", a full 88% of institutional investors believe that companies that prioritise ESG initiatives \",/*#__PURE__*/e(\"strong\",{children:\"represent better opportunities\"}),\" for long-term returns than companies that do not.\"]}),/*#__PURE__*/e(\"p\",{children:\"This makes a lot of sense since long-term viability and profitability are two of the primary factors guiding any investor\u2019s decision-making process, whether they are an individual or an institution.\"}),/*#__PURE__*/e(\"p\",{children:\"Measuring and reporting ESG is also an internal opportunity to innovate, identify risks, and possibly even reduce costs in areas you evaluate as needing improvement.\"}),/*#__PURE__*/e(\"p\",{children:\"By adopting an ESG reporting framework now, you stay ahead of the curve and show all stakeholders that you are serious about sustainability.\"}),/*#__PURE__*/e(\"h2\",{children:\"ESG frameworks and standards\"}),/*#__PURE__*/e(\"p\",{children:\"Since ESG reporting is very loosely regulated at this point, it\u2019s up to you to choose a framework or frameworks to adhere to.\"}),/*#__PURE__*/e(\"p\",{children:\"Thankfully, there are multiple standards that can help your company establish ESG performance measurement. Here are a few of the most widely used and recognized.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(a,{href:\"https://www.globalreporting.org/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"The Global Reporting Initiative (GRI)\"})})}),/*#__PURE__*/e(\"p\",{children:\"This international, independent body helps businesses, governments and other organisations understand, develop and communicate sustainability metrics. The guidelines, also known as \u2018GRI standards\u2019, can be downloaded freely on their website. GRI relies on voluntary disclosure. You share with them a report covering the topics that are most relevant to your organisation.\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(a,{href:\"https://www.sasb.org/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"The Sustainability Accounting Standards Board (SASB)\"})})}),/*#__PURE__*/e(\"p\",{children:\"This non-profit organization has developed a global standard for identifying, managing and communicating financially-material sustainability information to investors.\"}),/*#__PURE__*/t(\"p\",{children:[\"These standards are explained through a \",/*#__PURE__*/e(a,{href:\"https://www.sasb.org/standards-overview/materiality-map/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"materiality map\"})}),\" and contain a complete set of 77 industry-specific metrics. SASB is a great choice when you want to communicate the value you create in investor language. Besides, you can use it in conjunction with another framework. Many companies use SASB along with GRI, for example.\"]}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(a,{href:\"https://integratedreporting.org/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"International Integrated Reporting Council (IIRC)\"})})}),/*#__PURE__*/e(\"p\",{children:\"Originally established in 2010, the IIRC published its own framework for integrated reporting which they define as \u201Ca process founded on integrated thinking that results in a periodic integrated report by an organization about value creation over time and related communications regarding aspects of value creation.\u201D\"}),/*#__PURE__*/t(\"p\",{children:[\"IIRC is often used together with SASB standards. The organisation provides extensive information on their website regarding their \",/*#__PURE__*/e(a,{href:\"https://integratedreporting.org/wp-content/uploads/2021/01/InternationalIntegratedReportingFramework.pdf\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"International Integrated Reporting Framework\"})}),\" and its six pillars.\"]}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(a,{href:\"https://shareaction.org/workforce-disclosure-initiative/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"The Workforce Disclosure Initiative (WDI)\"})})}),/*#__PURE__*/t(\"p\",{children:[\"This is an investor collective created to help companies better communicate labour practices to stakeholders in an efficient way. Its website sports a list of reporting companies that have opted into the framework and is \",/*#__PURE__*/e(a,{href:\"https://shareaction.org/workforce-disclosure-initiative/why-disclose-to-the-wdi/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"accepting the applications\"})}),\" of those who want to start disclosing their ESG metrics.\"]}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(a,{href:\"https://www.fsb-tcfd.org/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"The Task Force on Climate-Related Financial Disclosures (TCFD)\"})})}),/*#__PURE__*/t(\"p\",{children:[\"An initiative of The Financial Stability Board, the task force was created to improve and increase reporting of climate-related financial risks. This will be a very interesting standard to track over the long term, to see which companies report climate-related financial information and also how they fare. What\u2019s even more interesting is that \",/*#__PURE__*/e(a,{href:\"https://www.cdsb.net/mandatory-reporting/1175/cdsb-welcomes-uk%E2%80%99s-leadership-mandatory-tcfd-implementation\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"the UK is considering implementing\"})}),\" the TCFD requirements in its own legislation.\"]}),/*#__PURE__*/t(\"p\",{children:[\"The TCFD recommendations for reporting can be found in their \",/*#__PURE__*/e(a,{href:\"https://www.tcfdhub.org/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"knowledge base\"})}),\", along with in-depth tutorials on how to adhere to their standards.\"]}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(a,{href:\"https://www.cdsb.net/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"The Climate Disclosure Standards Board (CDSB)\"})})}),/*#__PURE__*/t(\"p\",{children:[\"This is an international consortium of NGOs that are set to help organisations integrate information related to climate change in their financial reporting. The CDSB has \",/*#__PURE__*/e(a,{href:\"https://www.cdsb.net/what-we-do/reporting-frameworks\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"developed its own framework\"})}),\" which is currently used by 374 companies across 32 countries.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Third-party standards\"}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/esg-index/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Boardclic\u2019s ESG Index\"})})}),/*#__PURE__*/t(\"p\",{children:[\"Based on data that we\u2019ve been gathering even before Boardclic was created, our ESG index is a benchmark that gives you a clear view of how you\u2019re performing in comparison to other companies.\\xa0 It enables you to get a better idea of where you stand, how well you are doing and which areas you can improve. What\u2019s unique about Boardclic\u2019s ESG index is that it\u2019s \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/blog/boardclic-dips-into-deep-data-lake-to-launch-esg-benchmark/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"based on our own set of questions and historical data\"})}),\". We can\u2019t reveal the exact algorithm but the topics we cover include sustainable value creation, stakeholder management, corporate health, diversity, culture, and climate impact.\"]}),/*#__PURE__*/e(\"h3\",{children:/*#__PURE__*/e(a,{href:\"https://www.msci.com/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Morgan Stanley Capital International (MSCI)\"})})}),/*#__PURE__*/e(\"p\",{children:\"This is one of many third-party organisations that don\u2019t directly offer an ESG framework you can implement. Instead, they collect data from various sources such as NGOs, company disclosures, sustainability reports, proxy reports, and many more.\"}),/*#__PURE__*/t(\"p\",{children:[\"Based on this data, an ESG index is calculated that is used by \",/*#__PURE__*/e(a,{href:\"https://www.msci.com/our-solutions/esg-investing/esg-indexes\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"investors\"})}),\" to evaluate companies. While you can\u2019t influence your MSCI rating (if you have one), it\u2019s a good idea to browse their website and familiarise yourself with their reports. Perhaps this can help you fine-tune your internal ESG framework to cover more of the points that investors are interested in.\"]}),/*#__PURE__*/e(\"h2\",{children:\"Tips on choosing your framework\"}),/*#__PURE__*/e(\"p\",{children:\"The frameworks outlined in the previous section should give you plenty to consider. Still, if you\u2019re wondering which one may be right for your organisation, here are some tips to help make your decision easier:\"}),/*#__PURE__*/t(\"ul\",{style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"26px\",\"--framer-text-alignment\":\"left\",\"--framer-text-color\":\"rgb(116, 125, 136)\",\"--framer-text-transform\":\"none\"},children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Know your organisation\"}),\". Keep your sector and industry top of mind when deciding which framework is most appropriate to implement. This is especially true for some of the frameworks listed above such as the SASB and their set of 77 industry-specific standards.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Know whom you are reporting to\"}),\". Think about what drives your reporting needs. Are you going for multiple disclosures across Economic, Environment and Social categories? Are sustainability goals more important? Or do you need a complete framework that covers all financial and non-financial issues? The answer to this may depend on what your shareholders, lenders, community partners, and other stakeholders would like to see.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Geography matters\"}),\". Disclosure requirements vary by country and region. From the EU\u2019s \",/*#__PURE__*/e(a,{href:\"https://ec.europa.eu/info/business-economy-euro/company-reporting-and-auditing/company-reporting/corporate-sustainability-reporting_en\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Corporate Sustainability Reporting Directive (CSRD)\"})}),\" to the \",/*#__PURE__*/e(a,{href:\"https://www.gov.uk/government/publications/aligning-your-pension-scheme-with-the-taskforce-on-climate-related-financial-disclosures-recommendations/part-4-setting-metrics-and-targets-to-measure-and-manage-climate-related-risk\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"UK\u2019s constantly changing disclosure requirements\"})}),\", having a framework that fits the required reporting standards is essential.\"]})})]}),/*#__PURE__*/e(\"h2\",{children:\"Challenges when adopting ESG frameworks\"}),/*#__PURE__*/e(\"p\",{children:\"Choosing an ESG framework is only half the problem. The other half is adopting and implementing that chosen framework to cover all your objectives.\"}),/*#__PURE__*/e(\"p\",{children:\"Here are just a few things that may arise as you go about this mission.\"}),/*#__PURE__*/e(\"h3\",{children:\"Different Scoring Systems\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CHow do we determine our ESG score?\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"This is one of the top questions that businesses ask. It\u2019s also one that has no easy answer.\"}),/*#__PURE__*/e(\"p\",{children:\"An ESG score can be defined as a numerical measure of how an organization is performing on a wide range of environmental, social and governance (ESG) topics.\"}),/*#__PURE__*/e(\"p\",{children:\"It\u2019s both an internal and external way to keep score of how well you stack up on the ESG front. Think of it as a sustainability profit and loss statement.\"}),/*#__PURE__*/e(\"p\",{children:\"However, your score depends on who is calculating it. So, the right question to ask is,\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CWhat is our ESG score against [X framework/standard]?\"}),/*#__PURE__*/t(\"p\",{children:[\"One example of an ESG rating the \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/esg-index/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Boardclic ESG Index\"})}),\" which gives you an idea of how other companies are currently performing in terms of Environment, Social and Governance factors. Another example is the Morgan Stanley Capital International (MSCI) \",/*#__PURE__*/e(a,{href:\"https://www.msci.com/our-solutions/esg-investing/esg-ratings\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"ESG Ratings\"})}),\", which are designed to measure a company\u2019s long-term resilience to industry material environmental, social and governance (ESG) risks. And a third example is the \",/*#__PURE__*/e(a,{href:\"https://www.issgovernance.com/esg/ratings/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Institutional Shareholder Services (ISS) ESG Ratings & Rankings\"})}),\", which aim to help institutional investors incorporate sustainability into their decision-making.\"]}),/*#__PURE__*/e(\"p\",{children:\"If you look up the same company on both websites, you will see different scores. That\u2019s because rating methodologies are different.\"}),/*#__PURE__*/e(\"p\",{children:\"So, to conclude, the focus for companies should be on reporting, rather than achieving a great rating because the latter can be a very slippery term. As long as you try to keep your reports transparent and you set ESG goals, you are bound to receive a good rating in the end.\"}),/*#__PURE__*/e(\"h3\",{children:\"Lack of Harmonisation\"}),/*#__PURE__*/t(\"p\",{children:[\"Despite or perhaps because of there being literally hundreds of ESG reporting frameworks that now exist, there is a real lack of harmonisation between them. Indeed, this inconsistency is even causing some firms to \",/*#__PURE__*/e(a,{href:\"https://www.prnewswire.com/news-releases/private-equity-firms-that-are-esg-strong-are-likely-to-be-the-winners-as-businesses-reset-following-the-shocks-of-2020-a-new-survey-by-erm-shows-301154859.html\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"pause ESG reporting\"})}),\", due to not being able to settle on a workable framework.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Data quality\"}),/*#__PURE__*/t(\"p\",{children:[\"Since ESG ratings and scores are often based solely on voluntary company self-disclosure and partial data, the accuracy of such ratings \",/*#__PURE__*/e(a,{href:\"https://home.kpmg/cn/en/home/insights/2020/10/esg-ratings-are-not-perfect-but-can-be-a-valuable-tool-for-asset-managers.html\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"has been questioned\"})}),\". Unfortunately, until reporting and disclosure become a standardised practice, much like financial reporting for publicly listed companies, this will continue to be the case.\"]}),/*#__PURE__*/e(\"h2\",{children:\"The future of ESG reporting\"}),/*#__PURE__*/t(\"p\",{children:[\"While a global standard for measuring and reporting sustainability performance may still be years away, an increasing number of NGOs are working independently towards developing standards for sustainability reporting. At the same time, some countries, \",/*#__PURE__*/e(a,{href:\"https://www.instituteforgovernment.org.uk/explainers/net-zero-target\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"including the UK, France, Denmark and New Zealand\"})}),\" have set net-zero emissions goals and adopted the corresponding legislation to push companies to achieve these goals.\"]}),/*#__PURE__*/t(\"p\",{children:[\"There is also some headway being made by one familiar NGO. This NGO is the IFRS Foundation, the body that oversees the work of the International Accounting Standards Board (IASB). The former \",/*#__PURE__*/e(a,{href:\"https://www.ifrs.org/news-and-events/2020/09/ifrs-foundation-trustees-consult-on-global-approach-to-sustainability-reporting/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"proposed\"})}),\" the creation of a Sustainability Standards Board (SSB) in September 2020.\"]}),/*#__PURE__*/e(\"p\",{children:\"Erkki Liikanen, Chair of the IFRS Foundation Trustees, said:\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"em\",{children:\"\u201CCalls for standardisation and comparability of reporting on sustainability and climate-change issues continue to grow as these matters become increasingly important to capital markets. We, therefore, seek to assess whether there is demand for global sustainability standards and whether the IFRS Foundation should play a role in developing such standards.\u201D\"})}),/*#__PURE__*/e(\"p\",{children:\"Whether this proposal is adopted or not remains to be seen, but investors and other market participants may soon get a clearer view of a company\u2019s sustainability performance. Just as they currently have data about company financial performance.\"}),/*#__PURE__*/t(\"p\",{children:[\"And, just like you can compare your profit and sales to those of your peers, it makes sense to compare your ESG score, too. This is where a benchmark like \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/esg-index/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Boardclic\u2019s ESG index\"})}),\" can be very helpful.\"]}),/*#__PURE__*/e(\"h2\",{children:\"FAQ\"}),/*#__PURE__*/e(\"h3\",{children:\"How many ESG frameworks are there?\"}),/*#__PURE__*/e(\"p\",{children:\"The exact number is fluid and always changing but there are now about a dozen popular frameworks, which are fairly widely used throughout the world. We previously mentioned some in the ESG Frameworks and Standards section above and here are a few more:\"}),/*#__PURE__*/t(\"ul\",{style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"26px\",\"--framer-text-alignment\":\"left\",\"--framer-text-color\":\"rgb(116, 125, 136)\",\"--framer-text-transform\":\"none\"},children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(a,{href:\"https://www.cdsb.net/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Climate Disclosure Standards Board (CDSB)\"})})})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(a,{href:\"https://www.globalreporting.org/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Global Reporting Initiative (GRI)\"})})})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(a,{href:\"https://www.wri.org/initiatives/science-based-targets\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Science Based Targets initiative (SBTi)\"})})})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(a,{href:\"https://www.fsb-tcfd.org/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Task Force on Climate-related Financial Disclosures (TCFD)\"})})})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(a,{href:\"https://www.unpri.org/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"UN Principles for Responsible Investment (PRI)\"})})})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(a,{href:\"https://www.weforum.org/reports/measuring-stakeholder-capitalism-towards-common-metrics-and-consistent-reporting-of-sustainable-value-creation\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"World Economic Forum (WEF) Stakeholder Capitalism Metrics\"})})})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(a,{href:\"https://www.cdp.net/en\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Carbon Disclosure Project (CDP)\"})})})})]}),/*#__PURE__*/e(\"h3\",{children:\"What is a good ESG score?\"}),/*#__PURE__*/e(\"p\",{children:\"While an arbitrary measure at this point in time, ESG\u2019s rising importance shouldn\u2019t be ignored. Even though the data is imperfect and the reporting frameworks are not standardised.\"}),/*#__PURE__*/t(\"p\",{children:[\"That being said, a good ESG Rating from one of several ESG rating agencies and research and analysis firms, based on data you provide to them, can be anything at or above 70, on a scale of 1 to 100. This, of course, depends on the methodology and scope that the ratings agency uses. If you want an easy-to-use measuring stick, feel free to refer to \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/esg-index/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Boardclic\u2019s ESG index\"})}),\".\"]}),/*#__PURE__*/e(\"h3\",{children:\"Is ESG reporting mandatory?\"}),/*#__PURE__*/e(\"p\",{children:\"It depends on your location. All of the above ESG frameworks are completely voluntary at present. But governments around the world are adopting new legislation which will regulate ESG reporting and, eventually, make it mandatory.\"}),/*#__PURE__*/e(\"h2\",{children:\"Conclusion\"}),/*#__PURE__*/e(\"p\",{children:\"We hope that you\u2019ve learned more about environmental, social, and governance (ESG) reporting frameworks and are well on your way to being able to implement one or more of them in your organisation.\"}),/*#__PURE__*/e(\"p\",{children:\"Whether it\u2019s choosing the right ESG framework and standard or averting challenges associated with adopting and implementing a framework, knowing your options is key. It\u2019s also important to be aware of what is likely coming down the pipeline for ESG reporting over the next few years. Then, you\u2019ll be ready to take the lead on your organisation\u2019s sustainability reporting.\"})]});export const richText1=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"But although it should be a given there are still people who forget that an organization can never be stronger than the sum of the people who work there. At BoardClic we live and die by this credo. Getting the right people in the right place to do the right thing.More and more organizations around the world are discovering that you can leverage the full potential of the individuals that make up your team, group, board\u2014or whatever. With the right tools. That\u2019s where BoardClic comes in. But you need more than the tools.\\xa0\"}),/*#__PURE__*/e(\"h3\",{children:\"Right people\"}),/*#__PURE__*/e(\"p\",{children:\"Obviously, you also need the right people. People with a shared passion for excellence and transparency. BoardClic is no different, and as we expand into new markets and grow our global footprint, we need to add the very best talent that we can.So it gives me great pleasure to announce that we\u2019ve made three fantastic recruitments in the past few months. Frida Moberg has already joined as key account manager, confidently shepherding many new clients as they stride down the path of digitalization and discover deeper strategy. She joined us from HR solutions provider SHL in London. Now, it is time for Gabriella Nor\\xe9n as Client Success Specialist and Rasmus Hallgren as Marketing Director.Adding Rasmus will let us genuinely innovate and excel in our lead generation, brand awareness, and customer communication. He\u2019ll cement our voice in inspiring thought leadership to innovate the corporate governance space. He\u2019s an accomplished, award-winning marketer who joins us most recently from tech startup Hailey HR.\"}),/*#__PURE__*/e(\"h3\",{children:\"Client-first approach\"}),/*#__PURE__*/e(\"p\",{children:\"Gabriella is client first and always. Her passion for ensuring a customer is delighted and not just happy makes a wonderful addition to the Boardclic team. Her talent and personal approach will drive seamless onboarding and support to our customers at every stage in the journey. I\u2019m confident that she\u2019ll drive excellent customer experiences. She joins us from B2B commerce platform Universal Avenue.\\xa0All our recent hires report to Chief Revenue Officer James Payne.And remember, an organization reaches its fullest potential only by allowing people to do their best work. Have a wonderful April!\"})]});export const richText2=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Let\u2019s face it, benchmarking has had its fair share of opponents through the decades. Some say it will teach you about the past but nothing about the future, which is where the action\u2019s at. Some say benchmarking makes you a follower, not a leader.\"}),/*#__PURE__*/e(\"p\",{children:\"They are missing the point. Benchmarking is a tool to get insight, and that\u2019s what we do best at BoardClic. There really is no better way to figure out exactly where you stand. Rather than constricting you, good benchmarking shines a light on your operations and gives you ideas of where to move and how to do it. It\u2019s taking a hard cold look at your business and how it is performing. You may not always like what you see. But it\u2019s the way forward.\"}),/*#__PURE__*/e(\"h3\",{children:\"Collecting gold\"}),/*#__PURE__*/e(\"p\",{children:\"In that spirit, BoardClic is launching two new indexes or \u201CScores\u201D where companies will see and be able to compare themselves to benchmarks. And it\u2019s no shoddy data. BoardClic has been collecting this gold since its own inception and long before that in the Lagercrantz group.\"}),/*#__PURE__*/e(\"p\",{children:\"Just like our already established BoardClic Value Score, these two benchmark measures will draw on a web of responses to a number of questions in our evaluations and from our deep data lake.\"}),/*#__PURE__*/t(\"p\",{children:[\"The one I\u2019d like to highlight today is our new \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/esg-index/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"BoardClic ESG score\"})}),\". We have always focused on ESG as a key driver for sustainable value creation at BoardClic, because good governance is what makes good companies amazing.\"]}),/*#__PURE__*/e(\"h3\",{children:\"Too much info?\"}),/*#__PURE__*/e(\"p\",{children:\"We haven\u2019t made this particular benchmark data available to customers because originally it was considered too complex or maybe just too much info. I\u2019m happy we\u2019ve reversed that opinion now. The world needs this information and our customers are among the companies that can do the most impactful things with it. That\u2019s even more true because as it turns out the initial benchmark in February 2021 for ESG in our universe of companies is 69/100. That\u2019s not great, I can tell you and there really is no way to run a business without great ESG ambition.\"}),/*#__PURE__*/e(\"p\",{children:\"Key areas that support this index include questions and topics such as sustainable value creation, stakeholder management, corporate health, diversity, culture and climate impact, to name but a few.\"}),/*#__PURE__*/e(\"p\",{children:\"I will say that this is quite an achievement for the development team and I want to thank them all for the hard work they put into making this happen. I promise to get back to you soon about the second new score, the one for Strategy.\"})]});export const richText3=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"It\u2019s something that my co-founder Monica and I have been talking to clients about for some time now. But I think it took a challenging year like 2020 to jolt directors in many companies into this new way of thinking.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Going forward, it will be the norm. Remember where you read this first.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"It\u2019s a development that holds true no matter if your company uses external consultants or a more dynamic, modern survey and data-based platform, such as BoardClic, or a combination.\"}),/*#__PURE__*/e(\"p\",{children:\"It also, surprisingly, makes perfect sense.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Which makes me wonder why it hasn\u2019t become the norm before. But since boardrooms are among the most conservative places on the planet, perhaps it should not be surprising that this development has taken time.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Here it is:\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Progressive boards now realize that sustained, systematic board evaluations over several years is far superior to carrying out a review of your boardroom every so often with no continuity.\"}),/*#__PURE__*/e(\"p\",{children:\"This is no different from any other quality control mechanism in a company. A sustained, long-term approach with rich benchmark data yields far better results than a scheduled quick-fix test every few years. The difference is even more striking in the boardroom than it may be further afield in a company.\"}),/*#__PURE__*/e(\"h2\",{children:\"The four benefits of sustained board evaluations\"}),/*#__PURE__*/t(\"ul\",{style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"26px\",\"--framer-text-alignment\":\"left\",\"--framer-text-color\":\"rgb(116, 125, 136)\",\"--framer-text-transform\":\"none\"},children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"A systematic data-backed approach lets you benchmark progress over time against a universe of companies and your own track record.\\xa0\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"Lets you monitor not only where you stand, but where you are going, which is the real benefit of dynamic processes. That alone can make the difference between generating real insights and value for all stakeholders and just producing a wordy report every few years.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"A continuous process, backed by purpose-built, powerful software will quickly become an integral part of the corporate board schedule and will alert directors to opportunities and challenges as they arise rather than document something everyone knows.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"Finally, there\u2018s the value of signalling to regulators, investors, employees and other stakeholders that your organization takes corporate governance seriously and uses science-backed tools to do so in a measurable way over time.\\xa0\"})})]}),/*#__PURE__*/e(\"p\",{children:\"We all know that ESG and corporate governance is increasingly top of mind for many investors, and I predict that this scrutiny will only intensify in the coming years. Too many companies treat the board evaluation as a legal necessity to conduct rather than the dynamic navigation tool that it really can be.\"}),/*#__PURE__*/e(\"p\",{children:\"Don\u2019t get left behind. It\u2019s time to ditch the idea of a one-time board review that leaves no lasting imprint on strategy, growth and sustainability. Welcome to the age of Multiyear board assessment.\"})]});export const richText4=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"My co-founder Malin Lombardi and I were sifting through data the other day\u2014the\\xa0 anonymized board and CEO evaluation data that BoardClic regularly collects from our clients. We stumbled across something surprising.\"}),/*#__PURE__*/e(\"p\",{children:\"Non-executive board members are far more critical of CEO performance than chairpersons and senior management. What was the reason for this deviation? We decided to find out.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"In most companies, non-executive directors provide independent input on how the CEO is running the company. But their most important task is to hire the CEO. Once they\u2019ve recruited someone, their job is to measure performance against strategy and objectives and speak up if the CEO falls short.\"}),/*#__PURE__*/e(\"p\",{children:\"While the other board members provide constructive, challenging input, the chairman has a much closer relationship with the CEO. His or her job is to be a sounding board to the CEO, a kind of mentor.. And the answer to why chairs are more forgiving lies in that connection.\"}),/*#__PURE__*/e(\"h3\",{children:\"Critical difference\"}),/*#__PURE__*/e(\"p\",{children:\"Non-executive directors typically see the CEO at a handful of regular board meetings over the year. But in my experience, a CEO and chairman speak regularly. Sometimes several times a week. This is a critical difference.\"}),/*#__PURE__*/e(\"p\",{children:\"That closeness forges a bond that strengthens the chairman\u2019s understanding of the challenges a CEO faces. It\u2019s human nature to be sympathetic to someone you know, even on a professional level. It\u2019s not that the other board members are left out\u2014it\u2019s just that the chair understands the CEOs thinking better.\"}),/*#__PURE__*/e(\"p\",{children:\"This is why we see clear evidence in our evaluation data that non-executive directors are far more critical of the CEO than both the chairman and senior management. In our benchmark data, Chairmen score a whopping 96/100 in their answers to the statement \u201CI trust the CEO\u2019s judgement.\u201D Non-executive directors chalk up a lukewarm 79/100 on the same metric.\"}),/*#__PURE__*/e(\"h3\",{children:\"Concept of trust\"}),/*#__PURE__*/e(\"p\",{children:\"There\u2019s more: Our data tracks the scores assigned to various metrics to cast light on different aspects of the board work. Respondents also rate how important a particular issue is compared with others. The runner-up measured by how often it\u2019s rated \u201Cimportant\u201D by respondents in our evaluations is \u201CI feel confident concerning the CEO\u2019s execution capability.\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"This is a central concept of trust in a CEO\u2019s abilities. Considering how critical this issue is and remembering that hiring and firing a CEO is one of the board\u2019s key tasks, the benchmark score in our data of 84/100 shows there\u2019s a lot of room for improvement.\"}),/*#__PURE__*/e(\"p\",{children:\"One thing is clear: the more often you track your board\u2019s decision-making and performance with an effectiveness platform like BoardClic, the more transparency you achieve. A healthy multi-year evaluation regiment is the best way to sound corporate governance and ultimately better stakeholder value.\"}),/*#__PURE__*/e(\"p\",{children:\"Finally, I wanted to let you know it\u2019s not a one-way street. Our experience and data show that CEOs are often as critical of the non-executive board members and their contribution to strategy as they are of him or her.\"})]});export const richText5=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"This year has been productive for BoardClic; we have developed and released more than 100 updates. Here are the most exciting highlights:\\xa0Flexible survey rolesDifferent access levels to evaluation reportsProduct packages with various evaluation formats and level of report detailsBoardClic Meeting Express for collecting feedback after board meetingsComparing results over time for all evaluation typesFlexible tool for creating downloadable presentations and sharing evaluation resultsBranding reports and evaluations for partners and enterprise customersAll evaluations are available in Swedish nowNew user interface design tested and proved by our own boardConstant security and performance updates\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:\"UPDATES TO KEY PRODUCT FEATURES\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"640\",src:\"https://framerusercontent.com/images/jBLAk8KniNH0lFsNWnVPNKEvkc.png\",srcSet:\"https://framerusercontent.com/images/jBLAk8KniNH0lFsNWnVPNKEvkc.png?scale-down-to=512 512w,https://framerusercontent.com/images/jBLAk8KniNH0lFsNWnVPNKEvkc.png?scale-down-to=1024 1024w,https://framerusercontent.com/images/jBLAk8KniNH0lFsNWnVPNKEvkc.png 1920w\",style:{aspectRatio:\"1920 / 1280\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:\"One of the key product features at BoardClic is the ability to customize your output. You can hide items or entire slides, create different versions, present your report live in full-screen mode, even download your presentation as a PDF.We believe in transparency, and with our tools users can easily customize the level and amount of details in their reports while still preserving transparency.\\xa0AN IMPROVED USER INTERFACE\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/oRFkhnSpuJmBium6bdrcZgfI.png\",srcSet:\"https://framerusercontent.com/images/oRFkhnSpuJmBium6bdrcZgfI.png?scale-down-to=512 512w,https://framerusercontent.com/images/oRFkhnSpuJmBium6bdrcZgfI.png?scale-down-to=1024 1024w,https://framerusercontent.com/images/oRFkhnSpuJmBium6bdrcZgfI.png 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:\"Less clutter, more insights; in the past year, we\u2019ve given our product a facelift for an improved user experience.CONTINUOUS IMPROVEMENT\"}),/*#__PURE__*/e(\"img\",{alt:\"\",className:\"framer-image\",height:\"540\",src:\"https://framerusercontent.com/images/d5xPfUjHuaMv3yNTl6JEUTfS6w.png\",srcSet:\"https://framerusercontent.com/images/d5xPfUjHuaMv3yNTl6JEUTfS6w.png?scale-down-to=512 512w,https://framerusercontent.com/images/d5xPfUjHuaMv3yNTl6JEUTfS6w.png?scale-down-to=1024 1024w,https://framerusercontent.com/images/d5xPfUjHuaMv3yNTl6JEUTfS6w.png 1920w\",style:{aspectRatio:\"1920 / 1080\"},width:\"960\"}),/*#__PURE__*/e(\"p\",{children:\"We are determined to keep improving our product! Here are some highlights:216 tasks closed205 bugs squashed1620 commits120 000 rows of code added141 version updatesThank you and stay tuned for more!\"})]});export const richText6=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"However, it can be difficult for superiors, peers and subordinates to give honest feedback to their CEO. This is mainly due to the nature of the position. Naturally, the CEO is the decision maker when it comes to the continuous employment of the people he or she oversees. This creates a dynamic in which it might be costly for employees to criticise their leader \u2013 so why risk the consequences?\"}),/*#__PURE__*/e(\"p\",{children:\"Most often, the reason superiors (i.e. the board) struggle with giving feedback to their CEO is a lack of mutual understanding around non-financial KPIs. Sure, it\u2019s clear that the chief is to deliver a certain return to shareholders, but the next level of detail is usually missing. Thus, it\u2019s crucial that the board \u2014 whose primary responsibility is to provide oversight and assistance to the CEO \u2014 establishes a sustainable feedback system that aligns all parties of the operation.\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h2\",{children:\"What is a CEO evaluation?\"}),/*#__PURE__*/e(\"p\",{children:\"A CEO evaluation is undoubtedly the best measure a board can take for following up on CEO performance. The process most often involves objective critique from board members and the chairman, as well as a subjective evaluation conducted by the CEO herself. When put together, and measured against the goals and expectations of the organisation as a whole, one paints a picture of the alignment between the two bodies as well as the level of output from the chief executive.\"}),/*#__PURE__*/e(\"p\",{children:\"An effective CEO evaluation will look at metrics regarding:\"}),/*#__PURE__*/e(\"ul\",{style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"26px\",\"--framer-text-alignment\":\"left\",\"--framer-text-color\":\"rgb(116, 125, 136)\",\"--framer-text-transform\":\"none\"},children:/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"em\",{children:\"Alignment of priorities & goals between the CEO and the board. \"}),\"For organisational success, the goals and objectives of the CEO must reflect those of the board. There has to be a reciprocal understanding of what the board sets out to achieve in order for the CEO to execute accordingly.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),\"This particular metric is sometimes subject to excessive expectations from the board. A list of performance dimensions that is too large to be workable creates unrealistic prospects. There needs to be a focus on a manageable number of objectives.\"]})})}),/*#__PURE__*/e(\"ul\",{style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"26px\",\"--framer-text-alignment\":\"left\",\"--framer-text-color\":\"rgb(116, 125, 136)\",\"--framer-text-transform\":\"none\"},children:/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"em\",{children:\"Growth and development opportunities for the CEO. \"}),\"Considering areas for improvement is critical to the direct success and development of the CEO, and indirectly to the company overall. Structured objective feedback helps the CEO identify necessary changes and where focus may need redirecting, or simply to highlight personal success factors.\"]})})}),/*#__PURE__*/t(\"ul\",{style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"26px\",\"--framer-text-alignment\":\"left\",\"--framer-text-color\":\"rgb(116, 125, 136)\",\"--framer-text-transform\":\"none\"},children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"em\",{children:\"Operational impact. \"}),\"Influencing the company\u2019s effectiveness in operational areas is a core responsibility of the CEO. Albeit being one of the more straightforward metrics to track, it\u2019s one of the most fundamental and is directly tied to the CEO\u2019s actions. How the chief progresses against set strategies mirrors his/her operational competency (given that communication around what the strategy incorporates is clear)\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"em\",{children:\"Leadership effectiveness. \"}),\"Responsibilities such as succession planning, meeting key customers and investors or developing long-term strategies \u2014 and the quality of those actions \u2014 all fall under leadership effectiveness. Building and leading a strong executive team also sets the bar for the CEO\u2019s management capabilities.\"]})})]}),/*#__PURE__*/e(\"h2\",{children:\"What can you, as a board, expect to gain from a ceo evaluation?\"}),/*#__PURE__*/e(\"p\",{children:\"The insights produced by a CEO evaluation are beneficial to both the board and the CEO.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Throughout the process, the person in question gains a stronger apprehension of the board\u2019s agenda and goals. It also provides her with an opportunity to clarify personal expectations surrounding performance and to potentially receive positive feedback on accomplishments. A well-structured process will help the board and the CEO to engraft attention to the company\u2019s direction by clarifying strategic objectives, which also serves as part of her ongoing leadership development.\"}),/*#__PURE__*/e(\"p\",{children:\"The board, on the other hand, opens the door for better and more transparent communication \u2013 both internally, and between themselves and the CEO. Unobscured communication equals alignment, which in turn acts as the basis for making collective, informed decisions. Whether it be aspects requiring change or to ascertain the progress of strategies, transparency is key.\"}),/*#__PURE__*/e(\"p\",{children:\"An evaluation also helps recalibrate the state of affairs when the board is recruiting a new CEO, or as part of onboarding a fresh appointee and making decisions regarding appropriate remuneration. How does his or her competencies line up with the rest of the board? What skills and type of experience are we missing in our top-team?\"}),/*#__PURE__*/e(\"h2\",{children:\"A heads up..\"}),/*#__PURE__*/t(\"p\",{children:[\"The CEO\u2019s attitude toward the evaluation and reaction to its feedback sets the tone for how it\u2019s perceived, and can be the difference between full engagement of participants and a so-called window dressing scenario. A process suddenly dropped in the chief executive\u2019s lap can send mixed signals regarding the nature of the board-CEO relationship. Both parties need to make a dedicated investment to make sure that potential risks are minimised from the outset, therefore increasing the probability of establishing a \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/blog/how-to-establish-a-sustainable-evaluation-process/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"sustainable and value creating evaluation process.\"})})]}),/*#__PURE__*/e(\"p\",{children:\"Before initiating said process, the board and its members need to be aligned around what is expected of the CEO. Without agreeing on expectations, how can she act accordingly? Don\u2019t get me wrong, debating over the appropriateness of criteria for evaluating performance is encouraged \u2013 open communication and diversity in opinion creates friction that in turn produces informed decisions. But there must be a consensus regarding what dimensions of performance and objectives are examined before placing anyone under the looking glass.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"It\u2019s also important for all members of the board to possess relevant information and documentation before voicing an opinion. Financial and key operational metrics are most often ripe for the taking, but insights regarding more non-quantitative aspects \u2014 such as leadership effectiveness \u2014 also have to be taken into account.\"}),/*#__PURE__*/t(\"p\",{children:[\"Thus, in order to absorb the evaluation\u2019s full value, it is highly recommended to conduct a board evaluation prior to scrutinising your CEO. A prominent board evaluation will establish the foundation of alignment and transparency you need to assess the CEO according to the \",/*#__PURE__*/e(\"em\",{children:\"correct \"}),\"dimensions. Consequently, it will drastically minimise common pitfalls \u2013 something that could otherwise defeat the purpose of the entire process. A board evaluation can also serve as a cornerstone of the overall process you (should) have in place, where evaluations of the different top-tier facets in your organisation are conducted on a regular basis.\"]})]});export const richText7=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Endless hours of administrative work and thousands of dollars are being spent on a long, complex operation that could be so much more streamlined. With today\u2019s technology, digitalising the board evaluation process is essential for sustainable development in your company.\"}),/*#__PURE__*/e(\"p\",{children:\"There are, of course, several other benefits of adopting a digital way of working.\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"h2\",{children:\"A lower cost, in both time and money\"}),/*#__PURE__*/e(\"p\",{children:\"This is the most obvious benefit of a digital board evaluation when compared to through a consultancy. I will disregard the final outcome of each process and instead focus on the very steps of the operation that leads up to delivery (in the form of a report/presentation).\"}),/*#__PURE__*/e(\"p\",{children:\"When it comes to costs, the digital option will always prevail over the consultative one. Naturally, digital solutions are subject to scalability and more competition \u2013 both of which decrease prices drastically.\"}),/*#__PURE__*/e(\"p\",{children:\"A consultancy will initiate an extensive, usually months-long evaluation that includes phone calls, meetings, interviews and presentations, and everything in between. A lot of the time spent is just coordinating schedules and meetings between everyone involved. And, seeing as time equals money, it ends up being rather expensive on that front.\"}),/*#__PURE__*/e(\"p\",{children:\"The nature of a digital process eliminates these redundant elements, giving you increased control over when and where you spend your time. A solution like this would require a one-off calibration effort to get up and running, but then allow you to simply log in and conduct your evaluation with two clicks of a button.\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"h2\",{children:\"A more vesatile way of working\"}),/*#__PURE__*/e(\"p\",{children:\"Digital technology has transformed the nature of work as we know it. Increased connectivity and a surplus of digital options result in many people now having far more opportunities for working together from separate locations. As working remotely becomes more and more common, we are proving that a large part of board work can be done hundreds \u2013\\xa0 if not thousands \u2013 of miles away without difficulty.\"}),/*#__PURE__*/e(\"p\",{children:\"By removing the need for board members to be physically present to conduct an evaluation, we effectively enable countless of other flexible working practices. A board evaluation, for example, becomes less tedious when schedules and physical presence aren\u2019t part of the picture.\"}),/*#__PURE__*/e(\"h2\",{children:\"Improved information storage, security and accessibility\"}),/*#__PURE__*/e(\"p\",{children:\"Modern technology allows us to store massive amounts of information and data in relatively small spaces such as smartphones. Today, we can gather pretty much every photo, song or document we possess on one single, handheld device. We can also use those devices to access and manage information that was previously limited to more powerful contraptions, such as computers.\"}),/*#__PURE__*/e(\"p\",{children:\"Cloud computing takes it one step further. Through it, we can store and access data from anywhere in the world \u2013 and with almost no restrictions in terms of storage capacity. The Cloud Service Provider (CSP) will most often also perform regular firewall checkups and intrusion identification in order to protect your data. Naturally, as board work revolves around incredibly sensitive information, it\u2019s important to opt for a CSP that specialises in cybersecurity.\"}),/*#__PURE__*/e(\"p\",{children:\"Digitalising your board evaluation means improving these critical aspects of the entire process. You store all surveys, reports and other documentation in one secure location \u2013 reducing human error and the risk of hard-copy misplacement. Increased accessibility to these items amplifies engagement of participants and simplifies collaboration, as the task of evaluating becomes easier to deal with.\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"h2\",{children:\"Data equals accurate insights\"}),/*#__PURE__*/e(\"p\",{children:\"Consultancies offer evaluations comprised of thorough investigations into each and every board member, giving you a comprehensive overview of the dynamics in your board. However, what they cannot offer is incorporating data-driven facts into their calculations.\"}),/*#__PURE__*/e(\"p\",{children:\"Going digital enables us to track metrics and analyse data that the human brain simply cannot. It opens the door for opportunities to collect additional insights by e.g. being able to put results into context, identify trends and measure improvements over time \u2013 all of which make up for a more accurate and all-encompassing outcome. Data also provides benchmarks that can be used to add a qualitative perspective to your analysis.\"}),/*#__PURE__*/e(\"p\",{children:\"These benefits become even more clear when combined with consistency. Conducting data-driven board evaluations on a regular basis solidifies the insights you receive as trends and improvements become more accurate the more data they consider.\"})]});export const richText8=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"How do you, as chairman, confirm that you\u2019re doing a good job?\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CIndeed, how do you confirm you\u2019re doing a good job?\\xa0\"}),/*#__PURE__*/t(\"p\",{children:[\"The most efficient way is, of course, to ask for feedback. However, as a chairman, this can be a daunting task. It requires courage to want to gain an objective opinion on your performance. If you\u2019re not brave enough to ask, you won\u2019t receive it. Hence, I would say \",/*#__PURE__*/e(\"strong\",{children:\"asking \"}),\"is the first and most important step.\\xa0\"]}),/*#__PURE__*/e(\"p\",{children:\"The next step is establishing a sustainable and efficient process for collecting said feedback on a regular basis. Consistency is key for ensuring honesty and transparency in your process \u2013 which is something I highly recommend.\u201D\"}),/*#__PURE__*/t(\"h3\",{children:[/*#__PURE__*/e(\"br\",{}),\"As a chairman of the board, is it difficult to receive honest feedback from board members, and why?\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"p\",{children:\"\u201CA chairman would say no, because they don\u2019t know if the feedback they receive is actually honest. Collecting feedback can be easy, but the hard part is knowing if it\u2019s dependable.\"}),/*#__PURE__*/t(\"p\",{children:[\"The fact of the matter is that it\u2019s quite complicated. Establishing a reliable feedback loop on this professional level can be somewhat of a challenge. Most board members have been appointed by yourself and, as the chairman, you continue to be the decision maker when it comes to their continuous employment. You decide their fate. This, in turn, makes it challenging for you to \",/*#__PURE__*/e(\"strong\",{children:\"get\"}),\" honest feedback because board members risk so much by \",/*#__PURE__*/e(\"strong\",{children:\"giving\"}),\" honest feedback. Putting your neck out in an environment such as this one is easier said than done.\"]}),/*#__PURE__*/e(\"p\",{children:\"I cannot stress the importance of creating enough trust and transparency in your board to avoid getting caught up in this downward spiral. If you truly trust each other, honest feedback will become the norm. And you need honesty to improve as a professional and as chairman. It\u2019s difficult, but it\u2019s crucial.\u201D\"}),/*#__PURE__*/t(\"h3\",{children:[/*#__PURE__*/e(\"br\",{}),\"For chairmen, what are some of the biggest challenges in a situation where you\u2019re being forced to apply remote work?\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"p\",{children:\"\u201CThe main setback for a chairman is the fact that you\u2019re not used to remote leadership. In fact, for many, there isn\u2019t even a strategy in place for how to adapt. The challenge here is establishing routines and processes that work for your particular board and your particular situation. This setback, in turn, breeds other hurdles that are worth mentioning:\"}),/*#__PURE__*/e(\"p\",{children:\"Firstly, because of the lack of face-to-face contact, getting a clear notion of how board members and other colleagues are coping in this new environment may be difficult. Yet, it\u2019s never been more important to be aware of their well-being. Not being able to interact with your CEO (and vice versa) as you normally would can be especially stressful \u2013 for the both of you. And irrational decision making lures in situations where people face a high level of stress and pressure, that much has been proven.\"}),/*#__PURE__*/t(\"p\",{children:[\"Secondly, making sure that the quality of \u201Cregular\u201D board work isn\u2019t affected is important. The key to upholding the calibre of your work is understanding the lay of the land in your board \",/*#__PURE__*/e(\"strong\",{children:\"and\"}),\" company in this situation. Also, prioritising correctly on the board agenda is critical to ensure continuous value creation.\u201D\"]}),/*#__PURE__*/t(\"h3\",{children:[\"What would you say are things chairmen spend their time on the most, that could\u2019ve been allocated to more important matters?\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"p\",{children:\"\u201CIt\u2019s a fact that if just one individual in the board is not well prepared, it\u2019s not a good starting point for efficient board work. As chairman, spending your time on getting board members up to speed directly affects the efficiency of the board. It\u2019s up to each and every director to be fully prepared in order for the board to perform as a whole.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Another thing that can impact a chairman\u2019s time is the material provided by the management team. If the material is not of high quality, the chairman needs to compensate. This can also severely slow down the board\u2019s output.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"When the role of the board hasn\u2019t been explained thoroughly enough to its members, you can expect a major loss of time. Not the general function of boards per se, but a specific board\u2019s function in a specific organisation and in a specific situation. Everyone needs to be aware of the ambition, goals and motivation behind their board in order to move in the right direction.\u201D\"}),/*#__PURE__*/t(\"h3\",{children:[/*#__PURE__*/e(\"br\",{}),\"What are the main pain points in a board that can be solved by digitalisation?\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"p\",{children:\"\u201CThe biggest pain point for a board in general is the scarcity of time, both for creating value and aligning around priorities on the board agenda. It\u2019s a well-known global problem that boards struggle to make time for value creation as a result of non-alignment.\"}),/*#__PURE__*/e(\"p\",{children:\"Creating a process for continuous feedback falls under the same umbrella. Manually and irregularly collecting haphazard feedback is usually the consequence of lacking a sustainable option. For feedback to have any value to the receiver, you need to able to efficiently track their performance data over time. And to achieve that, you need consistency and a tool that can analyse that data with accuracy.\"}),/*#__PURE__*/e(\"p\",{children:\"These pain points can all be countered by forms of digitalisation. Analytics platforms provide critical insights regarding priorities and alignment. Board portals help you keep track of documentation and schedules. Feedback systems are usually data-driven and will help you create loops that, with minimal input, lay the groundwork for a sustainable process.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"The benefits of using digital solutions stand even greater for boards located in countries that require annual state mandatory evaluations. Instead of bringing in external consultants and biased advisors you can conduct compliant evaluations with an all-digital tool \u2013 effectively reducing an unavoidable and yearly cost.\u201D\"}),/*#__PURE__*/t(\"h3\",{children:[\"What would you say are things chairmen spend their time on the most, that could\u2019ve been allocated to more important matters?\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"p\",{children:\"\u201CThe biggest challenge right now lies in the fact that we\u2019re in the middle of a completely unprecedented situation. Apart from the ongoing \u201Cregular\u201D board work, chairmen now find themselves having to conduct crisis management as well. Maintaining the quality of normal board work whilst dealing with the crisis is definitely the biggest challenge as of now.\"}),/*#__PURE__*/e(\"p\",{children:\"In addition, not being able to meet your colleagues face-to-face makes the situation harder to handle. How are they? Are they well? How concerned, stressed and resilient are they ? The lack of firsthand knowledge exacerbates the difficulty of understanding how their individual situations affect the collective board work.\"}),/*#__PURE__*/t(\"p\",{children:[\"Prioritising the board agenda is another challenge that chairmen are facing. With new fires needing to be put out everyday \u2013 how indeed do you optimise the time? The answer is \",/*#__PURE__*/e(\"strong\",{children:\"preparedness\"}),\". The crisis has made time even more scarce than it was before, which in turn makes gearing up for meetings crucial for any form of efficient output. Simply put, every member of the board needs to dedicate more time before meetings to make more time during meetings.\"]}),/*#__PURE__*/e(\"p\",{children:\"The challenge here is; how do you, as chairman, ensure that your board members come prepared? How do you lead when you\u2019re miles away?\"}),/*#__PURE__*/e(\"p\",{children:\"To simplify crisis management for chairmen, I\u2019d suggest trying to stay focused on the big picture. Dwelling on too many details will make you lose sight of how to contain and manage the situation as a whole. Understanding how to best work with a broad perspective can be the difference between crisis management and crisis misconduct.\u201D\"})]});export const richText9=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"As we find ourselves in a situation that is so unique and hard to grasp, my only way of coping is to focus on how I can contribute here and now. My intention was to continue writing an article I outlined about a month ago. I wanted to write something clever about cognitive bias (such as overconfidence in executive decision-making), but it just doesn\u2019t feel right at the moment. I instead turn to speak around today\u2019s unparalleled stress and how it affects us and, most notably, our leaders.\"}),/*#__PURE__*/e(\"h3\",{children:\"Short and long-term stress\"}),/*#__PURE__*/e(\"p\",{children:\"When facing a threat, the human body reacts. Whether the threat is real or not, the perception of the threat is very real. Regardless of whether the threat is physical, medical or existential \u2013 the body reacts.\"}),/*#__PURE__*/e(\"p\",{children:\"For most of us in the Western part of the world these kinds of threats are typically brief. For instance; we\u2019re suddenly face-to-face with an angrily barking dog in the woods. Our blood pressure rises quickly and we\u2019re in fight-or-flight mode within seconds. But then we see the owner approaching, and she ties the dog to its leash. The stress-built reaction has been instant and strong, mobilising your body to defend itself. Yet, once the dog-threat is neutralised, you resume business and the stress subsides.\"}),/*#__PURE__*/t(\"p\",{children:[\"COVID-19, however, is a different kind of threat. With no end in sight, it\u2019s causing us prolonged and constant stress. It\u2019s unforeseen, it\u2019s everywhere and it\u2019s chaotic. Since the threat is long-lived, we can expect the stress-based reactions in people to be long-lived as well. Research has proven that our mental well-being is heavily affected when enduring long-term stress \u2013 exponentially increasing the risk of irrational behaviour and mental illness. \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/2020/03/remote-governance-a-crisis-response/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Applying remote work\"})}),\" also means not being able to closely follow the health of peers and employees, which adds to the issue.\"]}),/*#__PURE__*/e(\"h3\",{children:\"CEOs are under enormous preassure\"}),/*#__PURE__*/e(\"p\",{children:\"People at the top of their careers are perceived as rational, and are often used to high levels of stress in their everyday lives. Starting or running a company can be a stressful operation, but also results in experience that helps develop relevant coping strategies.\"}),/*#__PURE__*/e(\"p\",{children:\"However, CEOs all over the world are now struggling to meet the pressure from their executive teams, employees and boards of directors \u2013 coping strategies or not. Although most CEOs can handle a high amount of stress, the fact that there is no time to recover will undoubtedly deteriorate their performance and mental health. Not because they are weak, but because they are human.\"}),/*#__PURE__*/e(\"h3\",{children:\"How can we help our CEOs?\"}),/*#__PURE__*/t(\"p\",{children:[\"This is certainly not the time for increased control or criticism. This is the time for close communication regarding what a particular CEO perceive as the right type of support. If your board hasn\u2019t prioritised close collaboration and succession planning before, we encourage you to do so.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/2020/04/how-to-establish-a-sustainable-evaluation-process/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Adopting digital solutions\"})}),\" and tools can greatly simplify the lives of CEOs. For example, there are ones that offer a structured, experienced approach to helping leaders create feedback loops and crisis management systems. Supporting remote leadership through this kind of technology can be the difference between panic and order in your organisation.\"]})]});export const richText10=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Setting up a stable feedback loop that involves leaders and executives can be challenging. The complexity of corporate governance often result in haphazard solutions, which adds to the issue. The conservative all-in approach to evaluating top teams involves external consultants, thousands of dollars and hours of commitment. But time is scarce and resources are limited \u2013 especially for smaller organisations.\"}),/*#__PURE__*/e(\"p\",{children:\"On the bright side we are making our way through an increasingly digital age, which makes establishing a sustainable system easier than ever.\"}),/*#__PURE__*/e(\"h3\",{children:\"Why am I conducting a board evaluation?\"}),/*#__PURE__*/e(\"p\",{children:\"To build an evaluation process from scratch, one must first consider the ambition behind it. What do I want to accomplish? Do I see challenges or am I mostly focused on improving performance?\"}),/*#__PURE__*/e(\"p\",{children:\"There are normally four grounds for conducting an evaluation; regulation and compliance, performance development, composition analysis or obstacle management. All carry requirements as to how the evaluation is executed. You may need one that ticks the boxes of regulations, one that is aimed at aligning and advancing your team or one that identifies areas of improvement and potential growth. However, when building a long-term and sustainable process, you need one that covers all exits.\"}),/*#__PURE__*/e(\"h3\",{children:\"How do I choose the right evaluation tool?\"}),/*#__PURE__*/e(\"p\",{children:\"One of the biggest challenges in creating a sustainable evaluation process is choosing your toolbox. Do I use an external consultancy or do I go for a modern, digital platform? How much am I prepared to pay \u2013 both in time and money?\"}),/*#__PURE__*/e(\"p\",{children:\"A consultancy will initiate an extensive, usually months-long evaluation that includes phone calls, meetings, interviews and presentations, plus quite the monetary investment. If done well, however, it will be a thorough investigation of all aspects of your team, including guided hand-holding from start to finish. You definitely get what you pay for.\"}),/*#__PURE__*/e(\"p\",{children:\"This option isn\u2019t much of a reality for smaller organisations, mainly since the money required is often not in their budget. For larger ones, consultancy services have been the go-to strategy for a long while. They can afford it, and frankly there haven\u2019t existed many other options on the market up until now.\"}),/*#__PURE__*/e(\"p\",{children:\"However, what a large organisation \u2013 or any organisation for that matter \u2013 cannot afford is time. Spending hours discussing schedules for interviews, meetings and presentations, and then months conducting them, is not a viable route toward a sustainable process. And seeing as time equals money, it ends up being quite expensive.\"}),/*#__PURE__*/e(\"p\",{children:\"To a digital solution there are two sides of the spectrum. There are some that, whilst usually free, provide you with basic \u201Csurvey functionalities\u201D and a way to compile answers in a report of sorts. Other solutions, whilst charging a small fee, offer a more content-based approach; researched questions, industry experience, and computer-analysed results delivered in user-friendly reports.\"}),/*#__PURE__*/e(\"p\",{children:\"What the two sides have in common is cost-effectiveness and time-efficiency. You pay relatively little (or nothing at all), the process is straightforward and your results are only a few clicks away.\"}),/*#__PURE__*/e(\"h3\",{children:\"How do I establish a sustainable board evaluation process?\"}),/*#__PURE__*/e(\"p\",{children:\"The keyword here is \u201Csustainable\u201D. The definition of the word is \u201Cthe ability of a system to exist constantly at a cost, in a universe that evolves\u201D. A sustainable operation is one that is maintained over time and meets the needs of the present without compromising the ability to meet the needs of the future.\"}),/*#__PURE__*/e(\"p\",{children:\"To establish a sustainable and effective process you first need to identify your prerequisites (ambition, finance and time) and decide on a toolbox that suits those needs. Secondly, combine your prerequisites with these cornerstones of efficient evaluation:\"}),/*#__PURE__*/t(\"ul\",{style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"26px\",\"--framer-text-alignment\":\"left\",\"--framer-text-color\":\"rgb(116, 125, 136)\",\"--framer-text-transform\":\"none\"},children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"You should conduct a board and CEO evaluation at least once a year \u2013 on a regular basis. This allows for the identification of trends and improvements over time, and lays the very foundation for your evaluation process. Also, evaluating both the board and the CEO will give you a clear picture of the synergy between them.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"The quality of an evaluation depends on the content of the survey and how it\u2019s presented. It\u2019s important that it contains questions and statements that are based on research, a proven concept and experience.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"There should be an easy way for you to compare an evaluation against one from a previous occasion. By doing this you will be able to visualise identified trends and improvements, which is essential for a constructive feedback loop.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"Ensure that the solution you decide on delivers information and insights in a digestible format. Analysing raw data on your own is often time-consuming and prone to human error.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"Measuring alignment between participants is key to understanding how they best work together. Adopt a tool that can track alignment of both opinion\\xa0and\\xa0priorities to paint a fact-based picture.\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"We suggest sharing the feedback with your fellow colleagues \u2013 both as a group and on an individual level \u2013 as it creates the best foundation for engagement in the next evaluation round.\"})})]}),/*#__PURE__*/e(\"p\",{children:\"The evaluation process you create should cover your own goals, your leaders\u2019 requirements and potential local regulations \u2013 but make it as seamless as you can for yourself. Choosing a toolbox that combines value with sustainability and taking advantage of digitalisation are important things to keep in mind.\"})]});export const richText11=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Promoting responsible corporate governance and sustainable growth is a major cornerstone of the BoardClic vision. Sustainable leadership that nurtures trust, transparency and innovation is proven to have positive impact on work system performance and corporate health, as well as financial and social results overall. BoardClic is proud to contribute to several of the UN goals for sustainable development.\"}),/*#__PURE__*/e(\"p\",{children:\"We continuously strive to meet all goals that apply to the space of corporate governance, but some are more applicable than others.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"h3\",{children:\"Goal 8: Decent work and economic growth\"}),/*#__PURE__*/t(\"h4\",{children:[\"\u201C\",/*#__PURE__*/e(\"em\",{children:\"Economic growth should be a positive force for the whole planet.\u201D\"})]}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"With a heavy focus on promoting honesty and top-down transparency, we offer governance evaluations that are pivotal as a basis to promote decent work. Transparency and clarity regarding values and ethics start from the top of an organisation, which in turn affect the culture, values and ethics throughout the company as a whole. We also pursue expanding the accessibility of digital solutions by actively closing the gap between cost-and-reward of top team evaluations.\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"h3\",{children:\"Goal 9: Industry, innovation and infrastructure\"}),/*#__PURE__*/e(\"h4\",{children:/*#__PURE__*/e(\"em\",{children:\"\u201CBuild resilient infrastructure, promote inclusive and sustainable industrialisation and foster innovation.\u201D\"})}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"We provide insights that help leaders to clarify their contribution to innovation. This acts as a first step for boards to set the right prerequisites needed for the CEO and management team to reach innovation goals.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"We also provide insights that are aimed at establishing, aligning and improving organisational infrastructure. We believe that transparency and alignment of the top team benefit employee health and, subsequently, corporate health.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"h3\",{children:\"Goal 10: Sustainable cities and communities\"}),/*#__PURE__*/e(\"h4\",{children:/*#__PURE__*/e(\"em\",{children:\"\u201CMake cities and human settlements inclusive, safe, resilient and sustainable\u201D\"})}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"BoardClic, a cybersafe digital platform, offers quality evaluations to all companies irrespective of geography, ownership structure or size. That is our way of promoting sound corporate governance for all \u2013 not only for those who can afford consultancy services.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Organisations\u2019 efforts have a direct impact on communities\u2019 attempts to implement sustainability into the daily lives of inhabitants. Hence, we see this as our way of democratising the board evaluation space and contributing to sustainable communities.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"h3\",{children:\"Goal 11: Responsible consumption and production\"}),/*#__PURE__*/e(\"h4\",{children:/*#__PURE__*/e(\"em\",{children:\"\u201CEnsure sustainable consumption and production patterns\u201D\"})}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Our question library covers many areas of sustainability, including statements regarding companies\u2019 commitment to sustainable and responsible production.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"With BoardClic, you evaluate a company\u2019s own contribution to this goal. These insights ease the understanding of how ESG matters are handled in top teams and how actions at one company level create better conditions for actions at another level. For example; how ESG is prioritised in the board\u2019s agenda, how the CEO supports sustainable leadership and how the executive team enforces and follows up on the company\u2019s sustainability goals.\"})]});export const richText12=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Leaders, such as chairs of the \"}),/*#__PURE__*/e(a,{href:\"https://boardclic.com/products/board-evaluation\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:/*#__PURE__*/e(\"strong\",{children:\"boards and CEOs, must evaluate\"})})}),/*#__PURE__*/e(\"strong\",{children:\" their position and guide their companies \u2013 small or large \u2013 through these hard times. And they must continue doing so entering post-crisis. Lives and livelihoods are at stake.\"})]}),/*#__PURE__*/e(\"h3\",{children:\"Remote board leadership\"}),/*#__PURE__*/t(\"p\",{children:[\"Ever since many professionals in the corporate environment have been instructed to work from the comfort of their homes, a new phenomenon has started occurring; something we call \u201Cremote governance\u201D. In other words, \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/solutions/digital-board-evaluation/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"boards \"})}),\"and \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/solutions/digital-ceo-evaluation/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"CEOs\"})}),\" are being forced to conduct their business through digital solutions such as video conferences or messaging platforms. And, unsurprisingly, this is being done without any particular bumps in the road.\"]}),/*#__PURE__*/e(\"p\",{children:\"Before, one might have believed that the conservative approach was a solid one. Why fix what\u2019s not broken? Why change a winning concept? But the fact that remote governance works just as well as \u201Cclose\u201D governance proves to the world that it could easily be adopted outside of a global pandemic. Digital solutions like board portals and analytics platforms are now being used without hesitation, and without haltering the output of boards and CEOs alike. More and more professionals are realising that conducting business remotely and through digital solutions saves them time, money and effort \u2013 leaving them with only the job at hand.\"}),/*#__PURE__*/e(\"p\",{children:\"We are hence, albeit unwillingly, entering a new era of governance. And it wouldn\u2019t be the end of the world if boards and executives simply adopted remote governance as their default strategy, and then retained it well past the virus\u2019s presence.\"}),/*#__PURE__*/e(\"h3\",{children:\"Some practicalities that board leaders may wish to consider\"}),/*#__PURE__*/t(\"ul\",{style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"26px\",\"--framer-text-alignment\":\"left\",\"--framer-text-color\":\"rgb(116, 125, 136)\",\"--framer-text-transform\":\"none\"},children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/t(\"p\",{children:[\"Board portals and \",/*#__PURE__*/e(a,{href:\"https://old-website.boardclic.com/solutions/digital-board-evaluation/\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"evaluation tools\"})}),\" deliver several benefits over old-school paper-based communications without a mechanism for coordination and centralisation\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"Digital solutions offer directors a single place to go for information, eliminating the need to manage multiple communications delivered in hard copy or by email\"})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",style:{\"--framer-font-size\":\"16px\",\"--framer-line-height\":\"1.8em\"},children:/*#__PURE__*/e(\"p\",{children:\"More advanced solutions guarantee maximum cybersecurity and the minimisation of legal risks, shifting from human error to preparedness through analytics and data\"})})]}),/*#__PURE__*/e(\"h3\",{children:\"Short and long-term risks of remote governance\"}),/*#__PURE__*/e(\"p\",{children:\"Of course, there are bigger concerns than only the immediate operational risks that emerge from the outbreak. We recognise that there are potential short, medium and long term consequences that apply as well. The chain of trade that exists between organisations is expected to take heavy short and long term casualties. For example, for a supply company, a delay in production which is an aftermath of the coronavirus (such as a shortage of healthy employees) could cause a ripple effect throughout the entire chain. Organisations that rely on this supplier would have to announce to the market that its operations are being severely hindered by the supplier\u2019s delay \u2013 potentially causing a massive drop in share prices. We can expect this to occur more often than not in the next few coming years, even if the outbreak is under control within only the next few months.\"}),/*#__PURE__*/t(\"p\",{children:[\"Businesses face business continuity and safety risks every day. Staff and managers need to understand, prioritise and respond to relevant operational risks as part of their job. Strategic risks are escalated to the board for consideration and decision-making. If we accept that governance means to steer, to guide and to pilot (the original definition from Greek), and corporate governance is the means by which a company is directed and controlled (\",/*#__PURE__*/e(a,{href:\"https://en.wikipedia.org/wiki/Adrian_Cadbury\",motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!0,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"the definition proposed by Sir Adrian Cadbury in 1992\"})}),\"), then the emergence of coronavirus is brought into context. Coronavirus is an external risk with strategic implications. Therefore, organisations need to understand its potential impact, consider mitigations and make decisions accordingly.\"]})]});export const richText13=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"There\u2019re always a situation that calls for an assessment, and whilst they mostly fall under the same sword, it\u2019s circumstantial. It could be everything from a company going through drastic changes to a company wanting to get, or stay, on top.\"}),/*#__PURE__*/e(\"h3\",{children:\"Here is a list of 6 different companies and situations that signal the need for an evaluation\"}),/*#__PURE__*/e(\"h4\",{children:\"A company about to go or recently made public\"}),/*#__PURE__*/t(\"p\",{children:[\"Newly or recently publicly made companies are in for a big change. This is a crucial time where it\u2019s necessary to have your board prepared and ready \u2013 and that process starts with an evaluation. What better way to find out where you stand than taking a look at yourselves?\",/*#__PURE__*/e(\"strong\",{children:\"New board of young organisation\"})]}),/*#__PURE__*/e(\"p\",{children:\"When a board is young and fresh, you need something in place to measure your starting point \u2013 something to mirror the upcoming, challenging board work. It would be difficult to know what road to go down, or what mountain to climb, without a map.\"}),/*#__PURE__*/t(\"h4\",{children:[/*#__PURE__*/e(\"br\",{}),\"Ambitious mature boards\"]}),/*#__PURE__*/e(\"p\",{children:\"For a more seasoned board that is aiming high, an evaluation is crucial. In this kind of situation, not knowing how aligned your board members actually are could be a fatal mistake. You may have hit a glass ceiling only because the members of your top team aren\u2019t on the same page \u2013 which could limit their potential.\"}),/*#__PURE__*/t(\"h4\",{children:[\"Boards of large, publicly-traded companies\",/*#__PURE__*/e(\"strong\",{children:/*#__PURE__*/e(\"br\",{})})]}),/*#__PURE__*/e(\"p\",{children:\"In a large P.T.C. there is usually a vast amount of different stakeholders involved. It\u2019s easy to get sidetracked from matters at hand, which may incidentally steal focus from the more important topics. An evaluation will spread awareness around the level of alignment in your top team and create a basis for you to conduct your board work from in the future \u2013 as one.\"}),/*#__PURE__*/t(\"h4\",{children:[\"Organisations and NPO\u2019s\",/*#__PURE__*/e(\"strong\",{children:/*#__PURE__*/e(\"br\",{})})]}),/*#__PURE__*/e(\"p\",{children:\"Boards of N.P.Os spend a lot of their time engaging with their volunteers, employees and other stakeholders. They also keep a focus on making sure their fundraising stays on the right track \u2013 but what about reflecting on themselves?\"}),/*#__PURE__*/e(\"h4\",{children:\"Private equity or similar with a portfolio of companies\"}),/*#__PURE__*/e(\"p\",{children:\"As a private equity firm, or a holder of a portfolio of companies, you are managing many entities at once. Wouldn\u2019t it be great if there was a way you could bring them all together and compare their performance and priorities based on measurable facts?\"})]});export const richText14=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Charmain Klaus Schwab explained;\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CThe early 21-century corporate climate will not fit a shareholder-centric mindset. Climate change, globalization and digital transformation requires a profound change in corporate responsibility.\"}),/*#__PURE__*/e(\"p\",{children:\"Now it\u2019s up to each corporation to treat the manifesto as merely a statement of principle or a guide to a new era of responsible corporate governance.\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"Several points made throughout the manifesto are particularly aimed at the fact that companies are more than just wealth generators. Instead, it highlights the importance of considering organisations as part of our broader social system. From supporting and serving society to improving the overall state of the world (and the future), companies play a bigger role in our ecosystem than one might be aware of.\"}),/*#__PURE__*/e(\"p\",{children:\"A company aiming to create and sustain long-term value creation is a company that understands the bigger picture. It understands that value creation isn\u2019t mirrored by the return of investments to shareholders, but how well the company serves employees, communities, customers and the rest of its stakeholders.\"}),/*#__PURE__*/e(\"p\",{children:\"As read in the manifesto;\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CThe best way to understand and harmonize the divergent interests of all stakeholders is through a shared commitment to policies and decisions that strengthen the long-term prosperity of a company.\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"So, how do the stakeholders of a company achieve a shared commitment to policies and decisions? How do they become aligned with each other and with business objectives?\"}),/*#__PURE__*/e(\"p\",{children:\"To reach this common ground, a company needs transparency. It needs a non-biased evaluation of all leadership levels to get an overview of where betterment is necessary, and where it may already fulfil certain criteria. Basing this roadmap on measurable facts and data is key in ensuring the direction of future strategic decisions.\"}),/*#__PURE__*/e(\"p\",{children:\"Joining WEF\u2019s challenge of the status quo, BoardClic wants to promote the profound change mentioned in the manifesto and bring these modern best practices to light. For example, we don\u2019t settle on checking diversity in the composition of leading teams, instead digging deeper into how diversity is used in decision-making processes. BoardClic encourages continuous improvements from the top, not letting such instances be isolated to the shop floor.\"})]});export const richText15=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"What is corporate health? \"}),/*#__PURE__*/e(\"p\",{children:\"In actuality, it appears to be difficult to find a generic description. When you research the space, your findings give you the impression that corporate health is strictly related to classic, \u201Csofter\u201D values such as the health of the employees. But shouldn\u2019t that simply be called employee health? To say anything about the wellness of a company you need more metrics than only the ones that are related to employee health, right?\"}),/*#__PURE__*/e(\"p\",{children:\"A company that solely focuses on the health of the employees but not on quality and efficiency in production will probably not stay on the market for long. Neither will a company that solely focuses on profits and bonuses whilst neglecting the well-being of managers and employees. Many say there is a contradiction between the \u201Csofter\u201D and \u201Charder\u201D values of running a business, but extensive experience along with multidisciplinary research tells us there is not.\"}),/*#__PURE__*/t(\"p\",{children:[\"BoardClic\u2019s view on what constitutes corporate health is closely related to theories regarding sustainable performance. To put that into corporate context; a \",/*#__PURE__*/e(\"em\",{children:\"sustainably performing company\"}),\" generates value in one part of the company without impeding value in another. They are working in harmony.\"]}),/*#__PURE__*/e(\"h4\",{children:/*#__PURE__*/e(\"em\",{children:\"A demonstrative example:\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"em\",{children:\"A company adds artificial intelligence in their administration. This cuts down time for monotone, repetitive tasks which in turn means decreasing physical load and freeing time for staff to work on more qualified tasks. Simultaneously, it means increasing accuracy in decisions, and thus efficiency and quality in production.\"})}),/*#__PURE__*/e(\"p\",{children:\"So, corporate health is strong when a company manages to; a) produce with quality and efficiency in accordance with customer and market demands, b) create value and provide a sustainable work environment for management and employees, and c) create value for the owners. Without a), b) or c) there probably isn\u2019t much of a company at all in the long run. However, if you have all three, you are sure to have a foundation for positive corporate health (or, the means to get there)\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/t(\"h4\",{children:[\"\u201C\",/*#__PURE__*/e(\"em\",{children:\"Many say there is a contradiction between the \u201Csofter\u201D and \u201Charder\u201D values of running a business, but extensive experience along with multidisciplinary research tells us there is not.\"}),\"\u201C\"]}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"The question that remains is; how does BoardClic actually measure the above? To that I say; how do we not?!\"}),/*#__PURE__*/e(\"p\",{children:\"Again, look at a), b) and c) above. To produce with quality and efficiency according to customer and market demands you need market know-how and customer insights (a). To create value and provide a sustainable work environment you need to know your employees, and you need sustainable and authentic leadership together with a culture that attracts, retains and engages employees (b). To create value for owners you need proper communication between the top corporate leadership layers to understand what value actually means in their eyes (c). BoardClic provides insights into all of the above, uncovering facts and figures in each area that aren\u2019t previously known \u2013 but should be.\"}),/*#__PURE__*/e(\"p\",{children:\"BoardClic\u2019s smart evaluations and analysis of boards of directors, CEOs and management teams unveil roadblocks standing in the way of top team alignment. The BoardClic Intelligence analysis \u2013 covering prerequisite, process and result aspects \u2013 provides actionable insights with a more comprehensive view on corporate health than anything else on the market.\"})]});export const richText16=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"h4\",{children:\"Who is Malin Lombardi?\"}),/*#__PURE__*/e(\"p\",{children:\"I\u2019m an ambitious dreamer \u2013 a lawyer who broke free from the law firm but remains a very hard working professional. Also a mother of two living in Stockholm with my Italian husband.\"}),/*#__PURE__*/e(\"h4\",{children:\"What do you do in your free time and what is your favourite destination?\"}),/*#__PURE__*/e(\"p\",{children:\"Free time? What is that? I kind of have none. I would like to say that I like to read and travel but what I am more likely to do is watch someone else playing tennis or colouring princesses with my princess. And I like Italy, a lot.\"}),/*#__PURE__*/e(\"h4\",{children:\"What is your professional background?\"}),/*#__PURE__*/e(\"p\",{children:\"I have a law degree from Lund University. Between 2006 and 2015 I was a senior business lawyer with Roschier Attorneys in Stockholm,\\xa0providing advice to boards, shareholders and senior management in corporate governance matters.\"}),/*#__PURE__*/e(\"p\",{children:\"I spent a great deal of my career in law handling delicate matters relating to M&A and securities law, with a focus on public tender offers, private M&A, transaction structures and advice on insider rules.\"}),/*#__PURE__*/e(\"h4\",{children:\"Why did you join Lagercrantz Associates?\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"I wanted to venture outside of the legal aspects of business. As I had specialised in corporate governance matters early at the law firm, I had met plenty of boards in situations in which they did not like to be (when they needed legal reviews and legal opinions regarding which decision to make, or the validity of past decisions).\"}),/*#__PURE__*/t(\"p\",{children:[\"When I first heard of Lagercrantz Associates and the board assessment business I thought: \u201D\",/*#__PURE__*/e(\"em\",{children:\"That sounds like too much fun to really exist!\"}),\"\u201D. I jumped at the chance to enter into the heart of corporations, their strategic challenges and opportunities, and to help them make sure that they would not end up in a situation in which a legal review of their conduct was necessary.\"]}),/*#__PURE__*/e(\"h4\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h4\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h4\",{children:/*#__PURE__*/e(\"em\",{children:\"\u201CAlso, through assessing boards and senior management teams, we\u2019re in a position to raise certain questions with people who can really influence society. We\u2019re part of shaping better corporate governance.\u201D\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})}),/*#__PURE__*/e(\"h4\",{children:\"Why is it important to conduct top team assessments?\"}),/*#__PURE__*/e(\"p\",{children:\"Firstly, it gives you a basis for a conversation on how to improve. It can confirm your \u201Dhunch\u201D or surprise you completely \u2013 prompting further conversation and enquiry (e.g. if there is someone on your tean who is very critical about something that you had no idea about previously).\"}),/*#__PURE__*/e(\"p\",{children:\"Either way, a general feeling or a hunch is easier to be pushed aside than when you have a tangible report stating that the circumstances are in a certain way. Having a \u201Dpaper trail\u201D increases likelihood of subsequent action.\"}),/*#__PURE__*/e(\"p\",{children:\"Secondly, transparency. Reports and subsequent findings and action plans can be made available to e.g. nomination committees, who typically do not have the same insights into the board room as the board itself. On that note, transparency also involves unveiling differences in opinions and priorities within and between your teams, as well as insights on how to align them for a better organisational outcome.\"}),/*#__PURE__*/e(\"h4\",{children:\"Who are assessments for?\"}),/*#__PURE__*/e(\"p\",{children:\"Every board, CEO and management team, and should be conducted once every two to\\xa0three years \u2013 at a minimum.\\xa0Also, anyone else who cares about continuous improvement and increasing stakeholder value.\"}),/*#__PURE__*/e(\"h4\",{children:\"How do you see the corporate governance landscape today?\"}),/*#__PURE__*/e(\"p\",{children:\"Ambitious and increasingly professional, but people are also a bit anxious. Regulations are piling up and the media scrutiny of corporate board and executives are more aggressive than ever before. Corporations need to move with agility today, it\u2019s a fast-changing world out there.\"}),/*#__PURE__*/e(\"h4\",{children:\"When did the idea of BoardClic come around?\"}),/*#__PURE__*/e(\"p\",{children:\"When I joined Lagercrantz Associates it quickly became evident to me that companies whose boards and CEOs are in most need of being assessed is due to lack of awareness and/or budget limitations. Hence, we wanted to create a cost-effective and time-efficient option for those companies, including a more flexible way to utilise the data and intelligence we have collected over the years.\"}),/*#__PURE__*/e(\"p\",{children:\"As for CEO evaluations, we saw in our board assessments that a lot of boards did not feel that they had a structured procedure for assessing their CEO. On the other hand, CEOs were often of the opinion that they were not being properly assessed, or at least did not receive feedback in a structured manner.\"}),/*#__PURE__*/e(\"p\",{children:\"As a result, we started the development of BoardClic as a more tangible project.\"}),/*#__PURE__*/e(\"h4\",{children:\"What is the vision of BoardClic?\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"Our vision is to make transparency and sound corporate governance available to all organisations across the globe.\"}),/*#__PURE__*/e(\"p\",{children:\"Our mission is to help companies make better choices by providing actionable insights based on data-driven and cost-effective assessments of top corporate functions; to establish organisational vertical alignment; and bring science, true transparency and simplicity into corporate governance.\"}),/*#__PURE__*/e(\"h4\",{children:\"What makes the BoardClic team great?\"}),/*#__PURE__*/e(\"p\",{children:\"We know the product by heart \u2013 we have over 60 years of collective experience within corporate governance. Now we\u2019re reinventing our knowledge and fusing it with amazing people that do not know the space that well but instead really know \u201Dnew\u201D business models, scalable SaaS products, businesses and digital\\xa0marketing inter alia.\"}),/*#__PURE__*/e(\"h4\",{children:\"What are the trends in the Nordics that are hot right now in corporate governance?\"}),/*#__PURE__*/e(\"p\",{children:\"\u2013 Many boards are increasing the frequency of strategy sessions (it used to be one day a year, then it became two days in the autumn, and now many add a\\xa0second or third strategy session in the spring).\"}),/*#__PURE__*/e(\"p\",{children:\"\u2013 A large portion of our assessed companies are facing challenges such as big changes in the marketplace or the need to undergo large transformations, leading to a tendency to appoint smaller, more active boards where every director has a very distinct role to play.\"}),/*#__PURE__*/e(\"p\",{children:\"\u2013 The war on talents is a concern. Many boards feel that they contribute too little to talent management aspects of the strategy work and implementation. Some companies are opting for enlarging the scope for the classical board remuneration committee or hiring a global, strategic HR director to the senior management team.\"})]});export const richText17=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"h4\",{children:\"Digital Competencies\"}),/*#__PURE__*/e(\"p\",{children:\"Board work is comprised of numerous subjective decisions about threats, opportunities and risks. Having the final say in crucial and vital strategic discussions is a privilege, and responsibility, that lies with the board. Industry-specific expertise and foresight are two heavy-weighing factors when it comes to making these subjective decisions.\"}),/*#__PURE__*/e(\"p\",{children:\"Mapping out the company\u2019s strategic direction and keeping on top of company management are the two driving elements that make up the board room. It goes without saying that the strategic role of today\u2019s boards has evolved over recent years. Digital competence is now key in contributing to any constructive dialogue with executives about innovation or new business models. How can the board ensure the advancement of their company if they don\u2019t speak the language of digitalisation? Without being up to date on global- and industry trends and opportunities, or sufficient insight to understand the reasoning behind executive decisions and when to question them, the board fails to deliver.\"}),/*#__PURE__*/e(\"p\",{children:\"Hence, how can directors be confident in taking advantage of opportunities offered by new technology and other digital solutions, if that digital competency isn\u2019t present? In such a scenario, how can they add value to the decision making of the company? I\u2019m not claiming that board directors need to have a fluent capacity of this tongue, but the company does need directors who are on top of digital trends and developments within relevant industries.\"}),/*#__PURE__*/e(\"p\",{children:\"Nowadays, every future decision needs to be assessed from a digital standpoint \u2013 digitalising an already implemented strategy is not enough.\\xa0\"}),/*#__PURE__*/e(\"h4\",{children:\"Digital solutions\"}),/*#__PURE__*/e(\"p\",{children:\"The board room of today is at risk to become detached from the the rest of the progressive corporate governance landscape. As we see modern technology rapidly transform this environment, our board rooms are left with but little change. Even with digital board portals being accessible, physical copies of documentation, dated tools for subjective analysis and heavy reliance on self-made questionnaires are just a few of the improvable aspects that are common in today\u2019s board work.\"}),/*#__PURE__*/e(\"p\",{children:\"For your board to establish a strong foundation, it\u2019s counterproductive to depend on methodologies that don\u2019t mirror the importance of your work. For example; as a banker, you wouldn\u2019t use arithmetics to calculate the factors of a huge financial task (say, a multi-million dollar transfer) \u2013 you\u2019d opt for the calculator. The benefit doesn\u2019t outweigh the risk, don\u2019t you agree? In this case, the calculator reflects the importance of the task, your arithmetic skills do not.\"}),/*#__PURE__*/e(\"p\",{children:\"By entering a digital board room, you are welcomed with everything from cloud-based platforms to interactive- and strategic discussions \u2013 just to name a few. Opting for an integrated data- and analytics platform can provide a huge advantage in optimising the value of increased data volumes. Alas, leaders can stay on top of all facets of the business with ease.\"}),/*#__PURE__*/e(\"p\",{children:\"By analysing this data, it allows them to explore relationships within and spot patterns and trends that leads to new opportunities, and ultimately forecast different scenarios that can be used to make strategic decisions.\"}),/*#__PURE__*/e(\"p\",{children:\"Did you know that there is a way to adopt these progressional solutions, simultaneously?\"}),/*#__PURE__*/e(\"p\",{children:\"\\xa0\"}),/*#__PURE__*/e(\"h4\",{children:\"Assessments\"}),/*#__PURE__*/e(\"p\",{children:\"An assessment of your board, CEO or management team is a good place to start. Nothing provides more valuable insights into your board work than prompting executives and non-executives to evaluate your composition and strategic direction. The measurable facts that surface as a consequence can be used to, as aforementioned, discover your board\u2019s level of digital competency, as well as forecast scenarios that you can base future strategic decisions upon.\"}),/*#__PURE__*/e(\"p\",{children:\"Once you\u2019ve decided to assess your board or management team, you need to adopt a methodology that mirrors the importance of this task. Say, a digital Smart Assessment-tool that can measure both quality and importance aspects of your board work, reveal priorities and deliver them in a visually apprehensible report. Does that even exist, you may ask?\"}),/*#__PURE__*/e(\"p\",{children:\"Let me answer that question with; BoardClic.\"}),/*#__PURE__*/t(\"p\",{children:[\"In my previous post which was called \",/*#__PURE__*/e(\"strong\",{children:\"\u201CWhy\\xa0BoardClic?\u201D,\"}),\"\\xa0I deep dived\\xa0into details how it can benefit your assessment strategy.\"]}),/*#__PURE__*/t(\"p\",{children:[\"In short;\\xa0\",/*#__PURE__*/e(\"strong\",{children:\"BoardClic\"}),\"\\xa0is digitalising the board-room by creating Smart\",/*#__PURE__*/e(\"strong\",{children:\"\\xa0\"}),\"Assessments of Board of Directors, CEOs and management teams \u2013 achieved through adopting a user-centric design approach and a data-driven process. Our proven concept and fact-based questions provide you with the tools and resources needed to identify, and subsequently act on, areas of improvement within top teams.\"]}),/*#__PURE__*/t(\"p\",{children:[\"At BoardClic, we believe that we should measure what matters. By taking both quality and importance into account, we can uncover what priorities your board room \",/*#__PURE__*/e(\"em\",{children:\"really\\xa0\"}),\"consist of. Subjective framing of questions, combined with anonymity, incites truthful responses and, subsequently, measurable facts. This information should be used to conduct your board work from in future decision making.\"]})]});export const richText18=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"Why should you choose boardclic as your assessment solution?\"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"You\u2019re the chair of a board. You have surrounded yourself with the most competent of board members. Your CEO is seasoned and passionate. However, before you can optimise these skillsets and achieve synergy, you realise you have to establish a so-called alignment of interest between everyone in the organisation \u2013 including the shareholders. This alignment is at the forefront of the company, from the shareholders to the board members, in order for everyone to efficiently strive and work towards a common goal.\"})}),/*#__PURE__*/e(\"p\",{children:\"The one way to go about this issue is, as you find out, to conduct an assessment of the top team in your organisation. It\u2019s becomes clear that evaluating the different key people in your company will create transparency and subsequently deliver a basis to conduct your board work from going forward.\"}),/*#__PURE__*/e(\"p\",{children:\"After a bit of research, you are presented with a dilemma \u2013 how do you find a knowledgable, user friendly and cost-efficient solution that can deliver both complicity and simplicity at the same time?\"}),/*#__PURE__*/t(\"p\",{children:[\"The answer is right in front of you:\\xa0\",/*#__PURE__*/e(\"strong\",{children:\"BoardClic.\"})]}),/*#__PURE__*/t(\"p\",{children:[\"BoardClic is a SaaS company that is unprecedented in digitalising the board-room by creating\\xa0\",/*#__PURE__*/e(\"strong\",{children:\"smart\"}),\"\\xa0assessments of Board of Directors, CEOs and management teams \u2013 achieved through adopting a user centric design approach and a data-driven process.\"]}),/*#__PURE__*/e(\"p\",{children:\"Our proven concept and well-established questions provide the tools and resources needed to identify, and subsequently act on, areas of improvement within top teams.\"}),/*#__PURE__*/e(\"h3\",{children:\"Knowledgeable and cost-efficient\"}),/*#__PURE__*/e(\"p\",{children:\"With BoardClic, we have made it possible to access over 25 years\u2019 experience with just the click of a button. We have unrivalled, industry-specific market intelligence, with over 280 concluded assessments and more than 8000 board related interviews under our belt. We proudly call ourselves governance experts.\"}),/*#__PURE__*/e(\"p\",{children:\"Being a fully digital solution, BoardClic has allowed us to extend this expertise to our customers for a fraction of the average assessment market price.\"}),/*#__PURE__*/e(\"h3\",{children:\"User friendly\"}),/*#__PURE__*/e(\"p\",{children:\"BoardClic has been designed with only you, the customer, in mind. With us, you can forget the difficulty of attempting to comprehend a consultative assessment on your own. The platform provides full self service paired with a user-centric development approach.\"}),/*#__PURE__*/e(\"p\",{children:\"Our surveys are easy to use and our reports provide visually compelling and explanatory information, which results in a smooth user journey \u2013 from start to finish.\"}),/*#__PURE__*/e(\"p\",{children:\"Every step along the way, from signing up to interpreting your results, have been streamlined and modernised.\"}),/*#__PURE__*/e(\"h3\",{children:\"Complexity and simplicity\"}),/*#__PURE__*/e(\"p\",{children:\"We believe that complexity\\xa0can be delivered with simplicity.\"}),/*#__PURE__*/t(\"p\",{children:[\"We developed BoardClic\u2019s algorithm to automatically calculate your responses and instantly present them as soon as all participants have completed a survey, in a simple and easy-to-understand manner. Subsequently, we created\\xa0\",/*#__PURE__*/e(\"em\",{children:\"smart\\xa0\"}),\"assessments \u2013 meaning the results are dynamic whilst the interactive elements of the platform allow the users to analyse them as they wish.\"]}),/*#__PURE__*/e(\"p\",{children:\"Within this smart report you can deep-dive into the responses given, giving you a comprehensive view of the priorities within your top team \u2013 right at your fingertips. It lets you compare answers between participants for each question or chapter, or even with industry standards and evaluations from previous years, made possible through our calculated BoardClic Index.\"})]});export const richText19=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"This quote alone, detracted from an article in the\\xa0\"}),/*#__PURE__*/e(\"em\",{children:/*#__PURE__*/e(\"strong\",{children:\"Harvard Business Review\"})}),/*#__PURE__*/e(\"strong\",{children:\", made so much sense to me the first time you read it. It also couldn\u2019t be more true when it comes to the topic of top team assessments in general.\"})]}),/*#__PURE__*/e(\"p\",{children:\"In this post I will briefly touch on some of the drivers behind board assessments, while promising to make a habit of providing more content as the year goes on.In order to be successful, a company needs to have competent\\xa0individuals\\xa0in place in the board and management team that posses the right skills and can work seamlessly together in alignment with the company\u2019s strategic direction.Entering 2019, the stakes couldn\u2019t be any higher in today\u2019s dynamic corporate governance landscape. \"}),/*#__PURE__*/e(\"p\",{children:\"As companies\u2019 strategies, business environments, challenges and the general expectation of the\\xa0performance of boards and directors\\xa0evolve, expectations for the right mix of skills, experience and perspective constantly change too.\\xa0Directors want to safeguard themselves from risk, achieve more efficiency in the boardroom and ensure that they are developing strategies for talent management and more. Evaluating your board, CEO and management team will shed light on how to tackle these challenges and improve where skills are lacking. Partly thanks to assessments, boards are increasingly looking to recruit more global and diverse directors with backgrounds from e.g. cyber-related areas, social media and technology. Progressive boards see an assessment as a key tool for essentially optimising their boardroom efficiency. \"}),/*#__PURE__*/e(\"p\",{children:\"Assessments can not only expose performance issues and shortcomings, but they will provide a fact-based platform to address those issues from. \"}),/*#__PURE__*/e(\"p\",{children:/*#__PURE__*/e(\"strong\",{children:\"So why should you conduct a board assessment?\"})}),/*#__PURE__*/t(\"ul\",{children:[/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"Board Assessments will\\xa0\",/*#__PURE__*/e(\"strong\",{children:\"enhance the efficiency\"}),\"\\xa0of board operations. \"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"It will further\",/*#__PURE__*/e(\"strong\",{children:\"\\xa0clarify\"}),\"\\xa0the roles and responsibilities of your fellow board members and C-suite.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"To\\xa0\",/*#__PURE__*/e(\"strong\",{children:\"avoid unnecessary conflict\"}),\"\\xa0due to lack of communication.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"To\",/*#__PURE__*/e(\"strong\",{children:\"\\xa0identify the appropriate mix\"}),\"\\xa0of skills, experiences and perspectives. Find out exactly where your boardroom is making you proud and where you have room to improve.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"To\\xa0\",/*#__PURE__*/e(\"strong\",{children:\"create\"}),\"\\xa0\",/*#__PURE__*/e(\"strong\",{children:\"alignment\"}),\"\\xa0between shareholders, Board and C-suite. The best companies prosper because all essential parties are on the same page.\"]})}),/*#__PURE__*/e(\"li\",{\"data-preset-tag\":\"p\",children:/*#__PURE__*/t(\"p\",{children:[\"A combination of\\xa0all of these will\\xa0ultimately\\xa0\",/*#__PURE__*/e(\"strong\",{children:\"increase shareholder value\"}),\". \"]})})]}),/*#__PURE__*/e(\"p\",{children:\"Investors and shareholders are requesting more information about the progress and efficiency of their boards. Having a well thought out assessment plan has become key when it comes to whether to invest or not these days.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"In addition to all of the statements above, there are requirements and/or guidelines in many countries that call for a performance assessment of boards to ensure compliance in different markets (e.g. US, UK, Germany, Japan, Canada, Australia and Singapore). Although there are no requirements to compile externally facilitated annual board assessments in Scandinavia, the subsequent results show good corporate governance for the companies that do.\"}),/*#__PURE__*/t(\"p\",{children:[\"The bottom line is: if you have an active boardroom, it doesn\u2019t hurt to have an evaluation plan in place. It can only help,\\xa0getting everyone on the same page to ensure the main goal and target is being pursued.Would you like to get your assessment game started or take it to another level?\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(a,{href:{webPageId:\"mZorB_YPt\"},motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"Reach out to one of our experts\"})}),\" today to learn how BoardClic can assist you in evaluating whether your board has the appropriate composition and skills for 2024. Access the BoardClic demo \",/*#__PURE__*/e(a,{href:{webPageId:\"JI3uZx1vK\"},motionChild:!0,nodeId:\"LirKPvwBI\",openInNewTab:!1,relValues:[],scopeId:\"contentManagement\",smoothScroll:!1,children:/*#__PURE__*/e(n.a,{children:\"here\"})}),\".\"]})]});export const richText20=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"h4\",{children:\"\u201CWorking closely with private equity firms also implies working closely with their agenda and ambitions for the companies they invest in.\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"The BoardClic team has an in-depth experience of working with principal investment-teams and the private equity community on a global scale. Many of the world\u2019s top tier private equity firms have been clients to the founders in CEO- and board-related matters. BoardClic is actually built with this particular community in mind.\"}),/*#__PURE__*/e(\"p\",{children:\"BoardClic acknowledges that principal investors have a clear mission, vision and ambition with the investments in each portfolio company. Either there is a turnaround, high growth or fix-and-expand on the agenda, the mind-set to efficiently drive value creation and develop the company into a successful and sustainable organisation.\"}),/*#__PURE__*/e(\"p\",{children:\"Working closely with investors, BoardClic understands their quantitative and analytical perspective \u2013 in short, the strong focus on measurable data and also that these firms only accept the best tools to be used for their industrial, strategic and operational toolbox. All with the mission to create an enduring value.\"}),/*#__PURE__*/e(\"h3\",{children:\"Monica Lagercrantz, CEO & founder of BoardClic, explains;\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CI have been working with the private equity sector since 1998 and have done an extensive number of CEO- and board recruitment in this space. I realized early on that there is a missing link in the process. I have seen that so much time, money and energy go into finding the right individuals for the board room and filling the position of CEO, but not nearly enough into following up with their work and getting under skin of the ones actually supposed to DO the very transformation, i.e. people. Most follow up is about financial ROI. I have heard so many comments from CEOs about how the board could improve in their eyes, but seldom this is brought to the attention of the shareholders, i.e. PE firm.\"}),/*#__PURE__*/e(\"p\",{children:\"The BoardClic founders decided to put their collective experience and intelligence from 20+ years of board- and corporate governance work into a digital toolbox, with the goal of helping establishing alignment, transparency and ultimately shareholder- and stakeholder value. The result was creation of BoardClic \u2013 a digital, analytics driven tool that is user-friendly, cost- and time efficient, putting a spotlight on non-alignment between shareholders, board and senior management and actionable insights.\"}),/*#__PURE__*/t(\"p\",{children:[\"Private equity firms that are looking for digital standardized tools that can be used across the portfolio benefit from using a standardized tool like BoardClic to track differences and non-alignment.\",/*#__PURE__*/e(\"br\",{}),/*#__PURE__*/e(\"br\",{className:\"trailing-break\"})]}),/*#__PURE__*/e(\"h3\",{children:\"Monica Lagercrantz, CEO & founder of BoardClic, adds;\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CSpeaking from personal experience, that even when an individual is part of the board, they cannot fully understand the prioritization of other people, e.g. the CEO. On various occasions, I have witnessed CEOs mention how they couldn\u2019t get as much value out of the board as they had expected, despite that each person is highly competent. It is not just that the board gets value out of the CEO, but a qualified CEO expects the board to be more effective and value creating too.\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"Together with research from KTH Royal Institute of Technology around innovation and the board\u2019s role, along with scientific analysis of its content, BoardClic has perfected its process of delivering a data-driven and fact-based result. BoardClic\u2019s intelligent questionnaire gets under the skin of participants and unlocks information that could be surprising.\"}),/*#__PURE__*/e(\"p\",{children:\"BoardClic believes that in order to have an efficient and high-quality board work, there are certain values that are more important than others. With BoardClic\u2019s actionable insights, the private equity firms can benchmark their portfolios on various indexes, e.g. \u201CDecision Making\u201D, \u201CStrategy\u201D or the overall BoardClic IndexTM. There are various indexes for specific roles and the value it brings can be measured year after year. And measurement with objective criteria is the best way for the private equity firms to build better and sustainable companies in the long run.\"})]});export const richText21=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"h3\",{children:\"Boardclic believes in making complicated things easy\"}),/*#__PURE__*/e(\"p\",{children:\"It is a known fact that a CEO and Board of Directors have a very delicate relationship, which by default comes with natural tension. The CEO is trusted with crafting and implementing the organisational strategy, but it\u2019s the Board and Chair\u2019s responsibility to find the right individual who fits that role.\"}),/*#__PURE__*/e(\"h4\",{children:\"Monica Lagercrantz, CEO & Founder of BoardClic, explains;\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CThroughout my extensive career in Board and Executive Search, my job has always revolved around placing the right people in the right position. I have seen that a lot of time, money and energy goes into finding individuals for the board room and filling the position of CEO, but not nearly enough into following up on the very choice. When I personally followed up on the senior hires made to some impressive boards, I realised that the boards themselves were very much content with the outcome, but what was surprising was the fact that the CEOs were dissatisfied with them\"}),/*#__PURE__*/e(\"p\",{children:\"They were often quite disappointed, not because of a lack of skills, but because the boards \u2013 and sometimes the Chairperson\u2019s decision-making process, and in other cases the actual organisational strategy \u2013 wasn\u2019t as strong and thorough as they had expected. When asked if they had brought this to the board\u2019s attention, the usual response was that it\u2019s something they wouldn\u2019t do because they simply didn\u2019t wish to start their new job on a negative note with their boss (i.e. the board). It struck me that, if this could be the case between a CEO and their board, how does the situation look within the board itself? And ultimately, between the shareholders and the board?\"}),/*#__PURE__*/e(\"p\",{children:\"How do we ensure true alignment between these important parties, and how can we best measure and visualise non-alignment at a corporate top level in general?\u201D\"}),/*#__PURE__*/e(\"p\",{children:\"BoardClic understands the sensitivity of these relationships. Hence, it offers well-needed transparency and, at the same time, visually highlights non-alignment between top teams through a data-driven approach. This will have an immensely positive impact on the business because, in the end, achieving an increase in stakeholder value is only possible when you have reached true alignment.\"}),/*#__PURE__*/e(\"h3\",{children:\"How it all began\"}),/*#__PURE__*/t(\"p\",{children:[\"BoardClic founders \",/*#__PURE__*/e(\"strong\",{children:\"Monica Lagercrantz \"}),\"and \",/*#__PURE__*/e(\"strong\",{children:\"Malin Lombardi\"}),\" started off with a consultancy business prior to BoardClic, called Lagercrantz Associates.\"]}),/*#__PURE__*/e(\"p\",{children:\"Monica founded Lagercrantz Associates in 2012 and co-founded the proprietary tool Fact Based Board Assessment. She is a former legal counsel and Managing Director of Russell Reynolds Associates and Heidrick & Struggles.\"}),/*#__PURE__*/e(\"p\",{children:\"Malin,\\xa0before co-founding BoardClic with Monica, carried out a large number of fact-based board and CEO assessment mandates through Lagercrantz Associates. Before that, she spent 9 years as a senior business lawyer with\\xa0Roschier Attorneys\\xa0in Stockholm.\\xa0\"}),/*#__PURE__*/e(\"p\",{children:\"So, it\u2019s safe to say that though BoardClic was launched in 2018, it is powered by 20+ years of corporate governance and board assessment expertise.\"}),/*#__PURE__*/e(\"p\",{children:\"Monica and Malin have collectively conducted over 8000 board related interviews over the years and have understood that there is an urgent need of digitalising this process. Workshops with Chairpersons and Boards were more and more geared to discussing benchmarking and data from similar situations, bringing their experience into a wider context. They realised that big data, benchmarks, KPIs and value drivers would be a great asset for the board room. The traditional board assessment processes are time consuming and expensive, and hardly involves any value creating digital tools.\"}),/*#__PURE__*/e(\"p\",{children:\"Hence, the founders decided to put all their collected facts, figures and intelligence into a digital toolbox, with the goal of helping boards and CEOs to better understand alignment level and the quality of their work. The result was the creation of BoardClic \u2013 a digital, analytics driven tool which offers both the convenience of tailor-making assessments and the expertise behind standardised questions. The coining of the term BoardTech was made in tandem!\"}),/*#__PURE__*/e(\"h3\",{children:\"How it works\"}),/*#__PURE__*/e(\"p\",{children:\"The intelligent questionnaires come in sector-specific versions for, including but not limited to, financial institutions, private equity firms and listed companies. BoardClic allows the client to include a tailor-made segment and is planning to further develop this feature as Machine Learning is becoming more and more viable. BoardClic compares and draws analysis on the basis of answers given by the Chair, Board Members and CEO in a survey, and incidentally finds deltas in alignment within teams. The actionable insights that BoardClic shares is truly value creating and it can be elaborated upon with interviews, workshops and advisory services.\"}),/*#__PURE__*/e(\"p\",{children:\"Together with research from technical institute and university KTH around innovation and the board\u2019s role, along with scientific analysis of its content, BoardClic has perfected its process of delivering a data-driven and fact-based result.\"}),/*#__PURE__*/e(\"p\",{children:\"It is a well-known fact that extensive Board Assessments demands time, energy and money, but with BoardClic the simplicity of the platform makes them incredibly easy to conduct and manage. Our assessments can, and should, be done on a more recurring basis than the norm, since the platform is extremely intelligent and the data becomes increasingly value-creating as you go.\"}),/*#__PURE__*/e(\"p\",{children:\"Together with research from technical institute and university KTH around innovation and the board\u2019s role, along with scientific analysis of its content, BoardClic has perfected its process of delivering a data-driven and fact-based result.\"}),/*#__PURE__*/e(\"p\",{children:\"It is a well-known fact that extensive Board Assessments demands time, energy and money, but with BoardClic the simplicity of the platform makes them incredibly easy to conduct and manage. Our assessments can, and should, be done on a more recurring basis than the norm, since the platform is extremely intelligent and the data becomes increasingly value-creating as you go.\"}),/*#__PURE__*/t(\"p\",{children:[/*#__PURE__*/e(\"strong\",{children:\"Monica also adds;\"}),/*#__PURE__*/e(\"br\",{}),\"\u201CAfter having completed 250+ board and CEO assessments and conducting over 8000 board related interviews as a headhunter, it is clear that, in order to have efficient and high-quality\"]}),/*#__PURE__*/e(\"p\",{children:\"board work, there are certain values that are more important than others. We have identified these parameters and grouped them together to create indexes, e.g. \u201CDecision Making\u201D or \u201CStrategy\u201D. We are already allowing companies to benchmark themselves against our overall Boardclic Index. We have also created indexes for specific roles like Chairman and are currently working towards setting up other indexes such as an Innovation Index, as we have noticed the amount of value it brings to our clients. We consider that measurement with objective criteria is the only way to know how you are doing and to improve efficiency\u201D\"}),/*#__PURE__*/e(\"h3\",{children:\"On that note, Monika signs off, saying;\"}),/*#__PURE__*/e(\"p\",{children:\"\u201CBoardClic has years of knowledge and insights of experienced consultants and it is all geared up to shape tomorrow\u2019s winning teams and organisations.\u201D\"})]});export const richText22=/*#__PURE__*/t(o.Fragment,{children:[/*#__PURE__*/e(\"p\",{children:\"Chairs don\u2019t want to waste money, resources and time on a futile exercise. So, they usually have divided opinions when it comes to board evaluations. However, these can be broadly segmented into three kinds. Some chairs (the first kind) consider it as a value-added experience, which can result in positive change for good. And some (the second kind) just want to get it over with by \u2018ticking the boxes\u2019 and look at it as just another exercise in compliance. Then there comes (the third kind) who may have had an unpleasant experience with the evaluation and usually consider the process unnecessary and a complete waste of time.\"}),/*#__PURE__*/e(\"p\",{children:\"Board performance can drive the company to new heights of success or right into the depths of failure and this is exactly why policies must be set and measures must be taken to ensure that the board, as individuals and as a unit are efficient in fulfilling their responsibilities. After facing the current reality that governance failures are hard to avoid, stakeholders have become often critical of boards and are constantly trying to achieve more accountability and transparency.\"}),/*#__PURE__*/e(\"p\",{children:\"Since the landscape is constantly changing, it is expected from boards to be adaptable and to maintain the necessary skills to handle any new challenges that come their way. A way of highlighting weaknesses, strengths and bottlenecks to effectiveness, a board evaluation is imperative to add to the continuous effort of improving governance at the top team level.\"}),/*#__PURE__*/e(\"p\",{children:\"However, the conventional board evaluation processes have a serious dent that most chairs don\u2019t acknowledge, and this can lead to severe downfall of the company. The pitfalls are usually linked with one or more of these:\"}),/*#__PURE__*/t(\"h3\",{children:[/*#__PURE__*/e(\"br\",{}),\"Unclear value drivers in the board\"]}),/*#__PURE__*/e(\"p\",{children:\"The value drivers dictate the kind of evaluation process that should be implemented. If the board fails to identify the core reasons as to why the evaluation in important, it wouldn\u2019t be surprising if the exercise ends up being a waste of money and time.\"}),/*#__PURE__*/e(\"h3\",{children:\"Considering it a compliance clause\"}),/*#__PURE__*/e(\"p\",{children:\"Ticking the boxes to meet the law and completely missing its spirit may satiate the regulators and their rules but it will never go beyond compliance and add value to the organization. This will just leave the chairs, feeling frustrated and maybe even a little confused.\"}),/*#__PURE__*/e(\"h3\",{children:\"Failing to look behind the scores\"}),/*#__PURE__*/e(\"p\",{children:\"The conventional evaluation processes have a tendency to miss focus from the causes to symptoms and this usually happens from over-reliance on non-scientific questionnaires. The boards usually receive a clich\\xe9 report outlining the answers to various questions, the ones that score high get a pat on the back and the ones to rate lower may have a couple of actions implemented for them. But very rarely do\"}),/*#__PURE__*/e(\"p\",{children:\"they correlate the respondent\u2019s answers, consider ranges, non-alignment or the actual issue behind the scores. This may cater to a couple of issues but in the longer run create much serious problems.\"}),/*#__PURE__*/e(\"h3\",{children:\"Prone to subjectivity\"}),/*#__PURE__*/e(\"p\",{children:\"Most conventional evaluations are conducted through self-assessment surveys, these can very quickly get subjective, more on the feelings than actual facts and benchmarks and often this can result in misinformed solutions.\"}),/*#__PURE__*/e(\"h3\",{children:\"Lack of science and expertise\"}),/*#__PURE__*/e(\"p\",{children:\"In the modern technology age of artificial intelligence and machine learning, the conventional processes seem outdated. Using the wrong tool/ platform can create more problems than it ever solves. Few common examples are using an in-house approach, to get rid of the risks and performance pressure or using a general broad survey questionnaire instead of going for a niche, scientific and more focused evaluation around some specific issues.\"}),/*#__PURE__*/e(\"p\",{children:\"In this fast moving and competitive era, there is a need for evaluations, which offers real value. It is always best to begin with understanding what\u2019s driving the evaluation, dilute the pitfalls, choose the right tool and finally, take action.\"}),/*#__PURE__*/e(\"h3\",{children:\"About boardclic\"}),/*#__PURE__*/e(\"p\",{children:\"BoardClic is a digital platform that offers smart, unbiased assessments of Boards of Directors,\\xa0CEOs\\xa0and management\\xa0teams. This enables the platform to provide actionable insights on performance, benchmarking, transparency between teams along with vertical and horizontal alignment of executive functions. 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