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.

Dr. Gundi Wentner, Dr. Tamara Kapeller, Mag. Christian Havranek

Ready to take responsibility for business success?
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.

We pay particular attention to ensuring that the entire process is in strict accordance with corporate values and strategy.

© Niko Havranek
Diverse teams work more innovatively and effectively.

Composition of the supervisory board

In choosing the members of the supervisory board and its committees, aside from qualifications and experience, consideration must also be given to a variety of diversity factors, including gender, age, specializations, industry knowledge, life experience, and internationality. The inclusion of these criteria makes it easier to represent all of the company’s employees and society as a whole. Additionally, diverse teams are well known to be more effective and innovative.

We create transparency

We provide the supervisory board and business-owners with advice on how to evaluate the make-up of committees and design procedures for professional appointments. We assist supervisory board teams in identifying and utilizing the strengths of diversity.

© Niko Havranek
People · Culture · Governance as new strategic fields.

Consultation on People · Culture · Governance

The workforce of organizations, including all employees and external stakeholders, has evolved from a peripheral role to a crucial area of development for business leadership.

Every corporate strategy needs to deal with the fundamental issues of hiring, retaining, and developing employees. Alongside acquiring the necessary digital skills, this must also encompass aspects of intergenerational cooperation. A strong people and culture strategy addresses these crucial points.

The choosing of key executives is the operational responsibility of the executive board. Nevertheless – the supervisory board should have a fundamental interest in the caliber and performance of these executives in terms of forward-looking succession planning.
How are they remunerated in relation to management, how do they react to unexpected setbacks and, very importantly, which potential successors in the management and board have been identified and developed?

We start the conversation

In relation to all facets of people and culture, we are sparring partners for supervisory boards, foundations, advisory boards and business-owners. Our external view provides the relevant analyses, trends, comparative values and fundamentals.

© Niko Havranek
The supervisory board: serving as a competent and informed dialogue partner to attain the ’next level‘.

ESG Qualification: Environment · Society · Governance

The people and culture environment is developing dynamically, whether it be in terms of metrics, skill management, leadership development, remuneration, diversity management, succession planning, or HR systems. Consequently, to support the ambition of the board of directors, the supervisory board should, as a competent and knowledgeable dialogue partner, ‚take it to the next level‘ in order to promote excellent people and culture management.
And there’s more to it; demand from investors and other stakeholders for expertise and knowledge in the areas of environment, society and governance is steadily increasing and the new reporting on sustainability puts an emphasis on metrics that are produced by verified data. Well-informed supervisory board members are aware of the associated opportunities and challenges this presents their companies.

Preparation, preparation, preparation

We support business-owners and members of the supervisory board in becoming qualified advisors and discussion partners for the board of directors on people and culture issues and furthermore, encourage them to sieze the opportunities that the transparency obligations relating to workforce, society and governance present.

© Niko Havranek