Lynn S. Paine

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Reprint: R1407G 
More and more companies recognize the importance of corporate responsibility to their long-term success&#8212;and yet the matter gets short shrift in most boardrooms, consistently ranking at the bottom of some two dozen possible priorities. Many years ago labor conditions in Asian contract factories prompted Nike board member Jill Ker Conway to lobby for a board-level corporate responsibility committee, which the company created in 2001. In the years since, the committee has steadily broadened its purview, now advising on a broad range of issues including innovation and acquisitions in addition to labor practices and resource sustainability. 
A close examination of Nike&#8217;s experience has led HBS professor Lynn S. Paine to conclude that a dedicated board-level committee of this sort could be a valuable addition to many if not most companies in at least five ways: as a source of knowledge and expertise, as a sounding board and constructive critic, as a driver of accountability, as a stimulus for innovation, and as a resource for the full board. 
In an accompanying interview with Paine, Conway discusses the committee&#8217;s creation and provides an insider&#8217;s perspective on what has made it so effective.

Sustainability in the Boardroom

Reimpressão: R1407G Cada vez mais empresas reconhecem a importância da responsabilidade corporativa para seu sucesso a longo prazo — e, no entanto, o assunto é negligenciado na maioria das salas de reunião, ficando consistentemente na última posição entre cerca de duas dúzias de prioridades possíveis. Há muitos anos, as condições de trabalho nas fábricas contratadas na Ásia levaram Jill Ker Conway, membro do conselho da Nike, a defender a criação de um comitê de responsabilidade corporativa no nível do conselho, que a empresa criou em 2001. Nos anos seguintes, o comitê ampliou constantemente sua área de atuação, agora assessorando em uma ampla gama de questões, incluindo inovação e aquisições, além de práticas trabalhistas e sustentabilidade de recursos.Uma análise detalhada da experiência da Nike levou a professora Lynn S. Paine, da HBS, a concluir que um comitê dedicado desse tipo poderia ser uma adição valiosa para muitas, senão para a maioria das empresas, em pelo menos cinco aspectos: como fonte de conhecimento e experiência, como caixa de ressonância e crítica construtiva, como impulsionador da responsabilidade, como estímulo à inovação e como recurso para o conselho administrativo como um todo. Em uma entrevista com Paine, Conway discute a criação do comitê e oferece uma perspectiva privilegiada sobre o que o tornou tão eficaz.

Sustentabilidade na sala de reuni&otilde;es

Reprint: R1407G More and more companies recognize the importance of corporate responsibility to their long-term success—and yet the matter gets short shrift in most boardrooms, consistently ranking at the bottom of some two dozen possible priorities. Many years ago labor conditions in Asian contract factories prompted Nike board member Jill Ker Conway to lobby for a board-level corporate responsibility committee, which the company created in 2001. In the years since, the committee has steadily broadened its purview, now advising on a broad range of issues including innovation and acquisitions in addition to labor practices and resource sustainability. A close examination of Nike’s experience has led HBS professor Lynn S. Paine to conclude that a dedicated board-level committee of this sort could be a valuable addition to many if not most companies in at least five ways: as a source of knowledge and expertise, as a sounding board and constructive critic, as a driver of accountability, as a stimulus for innovation, and as a resource for the full board. In an accompanying interview with Paine, Conway discusses the committee’s creation and provides an insider’s perspective on what has made it so effective.

Sustentabilidade na sala de reuniões

Resumo.

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