Corporate Executive Board

Corporate Leadership Council (2003). The business case for diversity. Washington, DC Corporate Executive Board. 

Corporate Executive Board, A Compendium of Board Reports Enhancing Oversight of the Compliance and Ethics Program (Washington, DC, 2006), p. 167. 

Organizations must overcome several barriers to ensure a successful strategic planning process, as shown in Table 3-5. The mostserious barrier is lack of endorsement by the top executive(s). Buy-in and participation by top corporate executives and the board of directors are... 

An urgent recommendation to the BP Group Executive Board of Directors was to convene an independent panel of experts to examine BP s corporate safety management systems, safety culture, and oversight of the North American refineries. BP accepted the recommendation and implemented a special safety review panel. 

Just five months into the BP refinery investigation, the CSB issued an urgent safety recommendation to the BP Global Executive Board of Directors. The Directors were instmcted to commission an independent panel to assess and to report on the effectiveness of BP North America s corporate oversight of safety management systems at its refineries. BP was also strongly urged to conduct a comprehensive evaluation of BP s corporate safety culture. 

Today, information technology is driving advances in companies ability to aggregate information and data across all these silos to help create integrated management systems. Although corporate executives and their boards of directors are now able to compare operational performance across a variety of operational metrics, efforts continue to collate, compile, and prioritize the information. Some of this is done through the establishments of dashboards and KPIs and this is just one manner in which executives raise the bar on performance. 

William Randall Seeker received his Ph.D. in engineering (nuclear and chemical) from Kansas State University. He is the senior vice president and a member of the board of directors of Energy and Environmental Research Corporation. Dr. Seeker has extensive experience in the use of thermal treatment technologies and environmental control systems for managing hazardous waste. He is a member of the Executive Committee of the Environmental Protection Agency s Science Advisory Board. Dr. Seeker has authored over 100 technical papers on various aspects of technology and environment subjects. 

R. G. MINET is Chairman of the Board and Chief Executive Officer of KTI Corporation in Pasadena. Prior to that position he served as President of KTI Corporation in Pasadena and was Group Vice President for KTI BV in the Netherlands, prior to establishing the U.S. company. He holds a PhD in Engineering from New York University, an MS from Stevens University, New Jersey and a BChE from City College in New York. He has served as an Executive Officer for several European and U.S. engineering contractors. He is a registered Professional Engineer in five states in the U.S.A. He is an active member of AIChE and has been a member of the American Chemical Society since 1949. 

The company doesn t show up on the radar screen of the Washington, D.C.-based Pension Rights Center, which helps workers who have been deprived of pension benefits, or that of the Council of Institutional Investors, which looks at corporate governance issues like executive pay and board oversight. Labor relations are so smooth that when 1 went to Rahway to meet with Fleming and other union officials, they insisted that I interview the plant management. 

In the Future 500 stakeholder engagement schema, the corporate or shareholder stakeholder terrain is at the center of the sphere. The heart of any corporation is its mission and values, its policies and procedures for doing business, and its value proposition - that is, what product or service is being creating. A company s cultural values and ways of doing business are created in this terrain. A company s culture emanates from this center and little can be done to transform activities in the outer layers if there is no alignment with what exists at the heart of the stakeholder framework. Primary stakeholders in this terrain include the executive management team, the board of directors, and all shareholders. 

The key question asked by companies considering pursuit of sustainability practices is what is the business case - a profit or shareholder value case - that can create justification for allocating resources and the attention of corporate boards and executives. As was written in Walking the Talk (Holliday et al., 2002), companies tend to get involved in activities long before they can prove the business case for doing so. 

In addition to attracting directors with a personal commitment to sustainable development, most of the boards showed the presence of board members from companies in other sectors of the DJSI. Corporations were relying on the resource dependency aspects of the director role (Zahra and Pearce, 1989) by selecting individuals who could link them to others with knowledge and experience in sustainable development. Each of the companies had directors who were either executives or directors at other companies who have demonstrated excellence in sustainability by virtue of their inclusion in one of the other market sectors in the DJSI (Table 8.9). 

Individual BASF sites and companies are responsible for defining and implementing Corporate Guidelines. The Board of Executive Directors has required Responsible Care implementation to be verified on a regular basis with local management. It is not clear from the report what these levels of auditing are. 

The hospital administrator, the chief executive officer of the medical enterprise, has a function similar to that of the chief executive officer of any corporation. The administrator represents the governing board in carrying out the day-to-day operations to reflect the broad policy formulated by the trustees. The duties of the administrator are summarized as follows ... 

The Board of Directors of BP p.l.c., BP s executive management (including its Group Chief Executive), and other members of BP s corporate management must provide effective leadership on and establish appropriate goals for... 

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