Global Future Council on the Future of Good Governance
Global Future Council on the Future of Good Governance
Council mission and objectives
Poor governance exacerbates the core drivers of the current polycrisis and facilitates the ineffective implementation of the SDGs, according to several studies. The transition to a green and sustainable future requires significant levels of investment, and conflict and disruption will severely hinder our ability to achieve these outcomes. How can integrity, transparency and good governance be prioritized during an effective and just recovery?
Co-Chairs
Inderpreet Sawhney, General Counsel and Chief Compliance Officer, Infosys Ltd
Peter Mauer, President of the Board, Basel Institute on Governance
Council Manager
Kenneth White, Partner Engagement Manager, Institutional Governance, World Economic Forum
Houssam Al Wazzan, Lead, Partnering Against Corruption Initiative, World Economic Forum
Forum Agenda blogs
Latest publications
Ethics and Integrity beyond Compliance: Pillar 1
Hacking corruption in the digital era: Pillar 3
A Unifying Framework for Gatekeepers: One pager
A Unifying Framework for Gatekeepers
The Rise and Role of the Chief Integrity Officer: Leadership Imperatives in an ESG-Driven World
Defining the ‘G’ in ESG: Governance Factors at the Heart of Sustainable Business
Mobilizing thought leadership for impact
The Global Future Councils serve as a brain trust for leaders from government, business and civil society, and support the Forum’s mission by bringing together experts bound by a shared mission to discuss the most critical issues, generate insights and analysis, and collaborate in shaping agendas.
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Corporate Governance
Questions about how corporations are governed, whose interests they represent, and what responsibility they have to society have become central. They reflect an ongoing global debate about how the purpose of business has the potential to transform, and help mitigate environmental damage and the undermining of human rights. Future-ready corporate governance must account for a broad range of fraught topics, including the relationships between boards and managers, between leaders and workers, and among politics, the law, and commercial obligations - all in the context of rapidly shifting global norms and values. Ultimately, the ways in which companies opt to design and implement their corporate governance can make them more resilient and responsive to pressure to “walk the talk.”
Related reports
Read our reports on the range of issues we’re seeking to address
