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Section 4 – The role of General Counsel and the Board
E L E M E N T S O F T H E B O A R D ’ S R O L E
The perception of General Counsel performance between the two groups is largely unchanged since the previous Looking Glass report, and is well aligned. 50% of Board Directors say General Counsel are performing well compared to 53% of General Counsel, and over the years there has been an increasing recognition by the Board of the contribution of General Counsel. Both General and Board Directors perceive improved performance at ‘collaborating with other departments’. 86% of General Counsel and 67% of Board Directors say the role is performing well compared to 64% and 33% respectively last year. The board agrees that General Counsel perform well in ‘being a trusted advisor’ and ‘aligning the legal function to business strategy and context’. The Board does not perceive General Counsel as performing well at ‘advising the business on ethical and moral risks’, but this is a less important aspect of the General Counsel role from the Board’s perspective.
85 % 80 %
Ensuring good governance and robust decision-making
67 % 87 %
Challenging the executive
67 % 80 %
Setting the strategy and developing a vision
65 % 87 %
Monitoring organisational performance and progress
53 % 60 %
Managing company culture
49 % 47 %
Managing risk
40 % 53 %
Overseeing fiduciary activities
40 % 67 %
Reviewing talent and succession planning
28 % 47 %
Engaging with external stakeholders
27 % 53 %
Engaging with internal stakeholders
13 % 20 %
Understanding functional issues
11 % 40 %
Staying up to date with the latest thinking, technology, and best practice
1% 7%
Other
General Counsel Board
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