We advise comprehensively
We advise and qualify future-oriented supervisory board members to design stable processes for appointments to and remuneration for the board of directors. We also provide guidance on people and culture strategy, composition of the supervisory board and sustainability aspects of social affairs and corporate governance.
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People, culture and governance are the main focuses of today.
Control processes for board appointments
The core tasks of the supervisory board are the selection and appointment of the members of the management board and creating regulations for their remuneration. Appointments to the management board are usually planned in advance, but can also arise unexpectedly. Even before an external search is commissioned, the supervisory board’s guidelines for the selection process serve as an orientation and aid in making wise, well-founded appointment decisions.
We provide structure
We design the selection process alongside the supervisory board and set specific parameters. These include competence profiles for prospective board members, role assignment for those involved in the process, target area selection for the search and deciding on whether to engage executive search consultants. Additionally, we ensure that the criteria and methods for assessing professional and personal suitability are defined before the recruitment process begins. This framework enables us to secure all of the process steps and provides the supervisory board the best basis with which to reach a high-quality and comprehensible decision, consequently saving time and money.
We help to reduce the risk of unsatisfactory appointments through clarity and structure.
- Diversity concept for the composition of the board of directors
- Board appointment roadmap (roles, schedule, milestones)
- Development of meaningful and tailor-made board competence profiles
- Advice on selection tools to assess the competencies and personality of candidates
- Target area selection for the search (national, international, company-internal, industry-internal, competitors)
- Definition of quality criteria for the selection of executive search consultants and management diagnostics
- Design of executive search and leadership assessment tenders
- Process arbitration
- Remuneration philosophy and executive board remuneration
We pay particular attention to ensuring that the entire process is in strict accordance with corporate values and strategy.
Succession Planning
Succession planning for the executive board is one of the supervisory board’s core responsibilities. It is a key governance tool to ensure stability, continuity, and strategic capability.
Together with the supervisory and executive boards, we assess the current state of succession planning—especially at the B-1 level—and support the establishment and professionalization of relevant committees (e.g., nomination or HR committees) with a focus on People & Culture. We help anticipate and prepare for both planned and unplanned leadership transitions through scenario-based planning.
A well-designed succession process creates clarity, reduces risk, and strengthens organizational resilience. It reinforces the supervisory board’s strategic role in shaping sustainable corporate governance. Succession planning is not about finding “the one person”—it’s about building a team with the right capabilities.
Our Approach Includes:
- Structuring succession processes for executive and strategically relevant roles
- Competency-based role profiles aligned with corporate strategy and culture
- Methodical support for identifying and developing talent from the B-1 level
- Preparation and facilitation of nomination and validation conferences
- Guidance on confidentiality, communication, and governance throughout the process
Assessing Leadership Competencies. Recognizing Potential.
The success of an appointment depends on whether a candidate can apply their strengths effectively in the specific leadership role.
Empowering Informed Decisions
From written applications to successful contract negotiations, each step in the selection process requires tailored methods. Document analysis, interviews, hearings, and validated questionnaires each serve distinct purposes. When used appropriately, they strengthen specific phases of the process and lead to robust assessments of suitability and potential.
We facilitate hearings in a way that enables decision-makers to form their own well-informed impressions. We document the decision-making process in a transparent and audit-proof manner – ensuring accountability and sustainable appointments.
Key Elements:
- 360-degree requirement profile: Developed through stakeholder interviews
- Process architecture: Defined steps and realistic timelines
- Role clarity: Responsibilities of all parties—from consultants to nomination committees
- Method selection: Tailored tools for each process phase
- Meeting facilitation: Professional moderation of decision-making sessions
- Hearing support: Structured preparation and execution
- Documentation: Transparent and audit-proof records of the entire process
Supervisory Board Self-Evaluation
The self-evaluation of supervisory board activities has established itself as a key instrument of good corporate governance. It goes beyond merely assessing compliance with regulatory requirements and enables a fact-based, systematic, and forward-looking development of the supervisory board.
We Create Transparency
We support the supervisory board in turning its self-evaluation into a valuable asset for effective collaboration within the board and in fostering its continuous development. This tailored process can be standardized or customized – using modern tools and innovative methods*, structured personal interviews, and facilitated workshops.
Clear performance indicators lead to clear results and recommendations for the future development of the supervisory board.
- Identifying and articulating both the strengths and obstacles to effective, forward-looking board work
- Creating a shared information base to enable insightful discussions within the supervisory board
- Sharpening the understanding of roles and the board's self-perception
- Developing competencies to address current challenges
- Reflecting on the board’s working methods, discussion culture, and individual member interactions
- Highlighting collaboration and information flow between the supervisory board, the executive board, investors, and other stakeholders
- Supporting the board in assessing its practices through best practice and benchmark comparisons
- Identifying areas for improvement and deriving actionable, practical recommendations
- Establishing a systematic process for the sustainable advancement of supervisory board activities
*developed by ECBE (European Center for Board Effectiveness). More details: ecbe.com
