Governance structure
Assuring value creation through good corporate governance
Our structures and processes for the direction and control of the Company allow for a continued focus on value creation for all our stakeholders and the environment.
The Board of Directors is responsible for the ultimate direction, strategic supervision and control of Givaudan and its management. Each Board member has extensive leadership experience and in-depth knowledge of relevant areas of expertise for Givaudan and contributes to the Board’s competencies at the level of the full Board and in the Board’s four committees: Audit, Compensation, Nomination & Governance, and Innovation.
The Executive Committee, led by the Chief Executive Officer (CEO), is responsible for all areas of operational management that the Board has delegated to it. The CEO is appointed by the Board and has the task of achieving the strategic objectives of the Company and determining operational priorities. The CEO also leads, supervises and coordinates the EC, which meets monthly to discuss Company business, strategy and sustainability.
Our Board of Directors ensures the Company operates according to Swiss and international business standards and practices.
Robust standards, policies and management systems provide a framework for addressing risks and opportunities through operations and allow us to measure our performance against our targets and meet our commitments to stakeholders. Risks including those related to Environmental, Social and Governance (ESG) and sustainability issues are assessed as part of the Company’s Enterprise Risk Management process.
Our corporate governance in numbers*
Our governance structure
Regularly reviews overall progress and direction in purpose / sustainability | ||||
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FOUR COMMITTEES Audit – Compensation – Nomination & Governance – Innovation | ||||
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EXECUTIVE COMMITTEE Reviews progress and pending decisions in specific purpose / sustainability ambitions on a regular basis. Dedicated sessions are held twice a year to review the overall purpose / sustainability agenda, including progress and decisions on strategic direction and commitment | ||||
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ENGAGED TO DEFINE AND DRIVE THE PURPOSE / SUSTAINABILITY AGENDA | ||||
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| Sustainability Leadership Team | Divisions and functions | |||
Led by the Global Head of Sustainability, it meets twice a month for a regular progress review and to jointly discuss direction and progress in key purpose / sustainability topics | Integrated purpose / sustainability goals and commitments into strategic plans and embed them into daily business decisions and operations throughout the Company | |||
| Management tools | Stakeholders | Partners and advisors | ||
Policies / Principles of conduct Risk management / precautionary principle Corporate governance External assessments |
Directing our business efforts towards to boarder needs of our relevant stakeholder groups | Partnering with experts and external bodies for collaboration on key matters such as purpose, sustainability, innovation and more | ||