Degrees, University of Natal, South Africa and University of Oxford, UK; Rhodes Scholar. Director, Corporate Responsibility Initiative, Harvard Kennedy School; Non-Resident Senior Fellow, Center for Sustainable Development, Global Economy and Development Program, Brookings. Member, Board of Directors, Newmont Corporation, South32, Chevron’s Niger Delta Partnership Initiative. Commissioner, Business Commission to Tackle Inequality. Emeritus Director: World Environment Center. Member, Advisory Councils: Abbott, Bank of America, ExxonMobil, Griffith Foods, APCO Worldwide, and Business Fights Poverty. Member, World Economic Forum Food Systems Stewardship Board; Member, Global Future Council (GFC) on Good Governance; Member, Community of Climate Governance Experts; Former member, GFC on Transparency and Anti-Corruption; Former Co-Chair, GFC on Food Systems Innovation. 1993-2012, Director and Senior Adviser, Prince of Wales International Business Leaders Forum. Prior to 1993, with the World Business Council for Sustainable Development in Africa; FUNDES in Latin America; and Vice-President, Citibank Financial Institutions Group in Asia, Europe and Middle East. 2001, with UN Global Compact preparing UN Secretary-General's report for the General Assembly on cooperation between United Nations and the private sector. Former Senior Associate, Institute for Sustainability Leadership, Cambridge University; former Track Leader and Adviser, Clinton Global Initiative. Co-author of six books and over 100 publications on corporate responsibility, public-private partnerships, and the role of the private sector in development, and five of the World Economic Forum’s global corporate citizenship reports. Recipient of honours and awards.
Sustainable governance needs to be understood as a prerequisite for achieving the entire spectrum of ESG goals, aiming to place corruption risks and integrity at the heart of investor dec...
Critics of ESG and stakeholder capitalism make some valid points – but they can't easily dismiss how the latter is increasingly important in driving enterprise value.
Organizations can learn from the pandemic to better leverage their capabilities in supporting both emergency response and longer-term economic recovery.
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The technological, environmental, geopolitical, and socioeconomic transformations are driving a re-examination of the prevailing corporate-governance model
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Our global food system is unsustainable, and under increasing pressure from a growing population. We have the tools and knowhow to build a more inclusive, sustainable, efficient and nutri...
Demand for water is expected to exceed supply by 40% by 2030. How can governments, business and civil society close the gap?
Motivating dozens or even hundreds of organizations to work together — and making sure their work makes a difference — is extremely difficult when no one is clearly in charge.
