“Boards must prioritise crisis
management as a fundamental aspect of their governance responsibilities”

Interview with Sheila Ujoodha, CEO of the Mauritius Institute of Directors (MIoD).

1. The Role of MIoD in Strengthening Corporate Governance

• How has the MIoD evolved in recent years to support stronger governance practices in Mauritius?

In recent years, the Mauritius Institute of Directors (MIoD) has significantly intensified its efforts to promote a culture of corporate governance excellence in Mauritius, reflecting a robust response to the increasing complexities of global business environments. Recognising the critical need for governance structures that not only comply with international standards but also address local business realities, the MIoD

has launched several strategic initiatives designed to empower our dynamic community of over 1700 Members and the broader business community, aiming to bolster board competencies and ethical business practices.

Central to the MIoD’s strategic initiatives are its comprehensive educational initiatives, which include workshops, webinars and board development programmes tailored to equip business leaders with cutting-edge corporate governance knowledge and skills, ensuring they are well-prepared to meet both current and future challenges. By emphasising on continuous professional development, the MIoD continuously enhances the strategic capabilities of business leaders and professionals across the various sectors in Mauritius.

Moreover, our advocacy efforts are continuously expanding to keep pace with the latest trends and developments across the corporate landscape, facilitating meaningful dialogue and collaboration between the private and public sectors, promoting innovative, sustainable and ethical corporate governance standards bridging both international best practices with local realities.

Additionally, the MIoD also offers tailored business support services such as board evaluations, board recruitment, corporate governance assessments, and risk advisory, accompanying organisations in elevating their corporate governance standards in line with best practices. Through these efforts, the MIoD reinforces its commitment to enhancing the quality of corporate governance practices in Mauritius and preparing its members and the business community at large to lead with integrity and strategic insight.

• What are the key governance challenges facing Mauritian companies today?

Mauritian companies are currently facing several key governance challenges, which are being shaped by both local and global trends as we move through 2025. These challenges primarily revolve around adapting to digital transformation, navigating demographic and geopolitical shifts, as well as integrating Environmental, Social, and Governance (ESG), considerations into their operational and strategic frameworks.

One of the primary challenges is the rapid pace of digital transformation, which necessitates significant upgrades to cybersecurity measures and IT infrastructure. As businesses increasingly rely on digital processes, the risk of cyber threats grows, requiring boards to prioritise cybersecurity and data protection to safeguard their operations and maintain stakeholder trust.

Additionally, demographic shifts, particularly the aging population and labour market changes, pose a strategic challenge for companies in Mauritius. These changes necessitate a re-evaluation of talent management strategies to mitigate potential skills shortages and promote a more diverse and inclusive workforce. Emphasising Diversity, Equity, and Inclusion (DEI) is becoming increasingly crucial not only for talent retention but also for enhancing decision-making and organisational resilience. DEI significantly impacts employee engagement, talent attraction, and retention, and is integral to effective succession planning. The growing expectation for corporations to cater for social needs, combined with employees’ preference to work for values-aligned companies, has heightened the focus on DEI initiatives at the senior leadership level, underscoring its importance in today’s corporate strategy.

Moreover, the ESG agenda is becoming increasingly significant, with companies required to align their strategies with sustainability goals. This involves transforming the board’s role from being merely custodial to acting as proactive stewards of sustainability. Companies must turn ESG risks into opportunities by embedding sustainable practices into their core business strategies and reporting transparently on their ESG performance to meet both regulatory expectations and stakeholder demands.

These challenges are further compounded by geopolitical considerations, which are becoming critical on board agendas, especially in regions like Mauritius that are navigating complex international relations and trade dynamics. To navigate geopolitical risks, businesses must be prepared an unpredictable future. At some point, boards may be forced to take a stand; hence the importance of fully understanding the vision, mission and values of the company and to respond accordingly, for instance, strategically anticipating global developments and meticulously planning for different scenarios. Or else, we might find perspective in evolving beyond management consultant Peter Drucker’s statement that the best way to predict the future is to create it.

• How does the MIoD engage with regulators, businesses, and directors to promote ethical leadership?

The MIoD leverages a multifaceted engagement strategy to foster ethical leadership among Mauritian businesses. Through our Advocacy Pillar, we organise structured collaborations that facilitate proactive dialogue and exchange between business leaders, regulators, and experts across various sectors.

One prominent example is the Climate Governance Initiative Mauritius (CGI Mauritius), an Advocacy Forum of the MIoD in collaboration with its esteemed Founder HSBC Mauritius, which includes an Advisory Council and a Steering Committee comprising of representatives from the Bank of Mauritius, the Stock Exchange of Mauritius, ACCA, Business Mauritius, the UN Global Compact Network Mauritius & Indian Ocean, and academia. CGI Mauritius addresses the urgent concern of climate change, by empowering directors for adopting effective climate governance practices.

Similarly, the Audit Committee Forum, in collaboration with KPMG Mauritius, empowers Audit Committee members adapt to their changing role and enable them to carry their role effectively. The Directors Forum, in partnership with PwC Mauritius, acts as an Advisory Council and provides guidance to directors with the aim of building more effective Boards and enhancing corporate governance standards in Mauritius. These forums issue yearly position papers and publications that guide directors on best practices and regulatory compliance, strengthening the ethical underpinnings of corporate governance in Mauritius. The Company Secretaries Circle also works closely with the Registrar of Companies to ensure that corporate secretaries are well-versed in the latest regulatory frameworks and best practices, further supporting corporate governance excellence.

In addition to our robust portfolio of forums, the MIoD also champions DEI and risk management through specialised Advocacy Forums. The Women Directors Forum is an essential platform that promotes the representation and effectiveness of women on corporate boards. This forum supports initiatives and educational programmes designed to enhance the skills and visibility of female leaders, contributing to a balanced and diverse corporate governance landscape in Mauritius.

Furthermore, the recently launched Risk Governance Forum last year, in collaboration with EY Mauritius, focuses on enhancing the understanding and management of strategic risks. The purpose of this forum is to serve as a critical resource for directors and executives, providing insights and tools necessary for navigating the complexities of risk in modern business environments. By fostering discussions on the latest trends and challenges in risk management, this forum aims to ensure that organisations are well-prepared to turn potential risks into opportunities for growth and innovation.

Additionally, our educational initiatives complement these advocacy efforts by providing targeted workshops and seminars that address key issues at the forefront of boardroom agendas. For instance, our recent workshop on Future Ready Data Protection: Trends, Tools and Techniques welcomed Hon. Dr Avinash Ramtohul, Minister of the Information Technology, Communication and Innovation and Mrs Drudeisha Madhub, the Data Protection Commissioner, ensuring that our Members and the broader business community are well-equipped to lead with integrity and informed judgment with respect to data protection and compliance.

Through these collaborative platforms and educational efforts, the MIoD adopts a holistic approach, ensuring a proactive engagement with various stakeholders across sectors, promoting a corporate governance culture that values ethical leadership and strategic foresight.

2. Leadership and Vision for MioD

• How do you define effective leadership, and how does it reflect in your role?

Effective leadership transcends traditional oversight, evolving into a proactive, visionary force that shapes not only companies but also societal outcomes. The Ergon Zehner 2024 Global CEO Survey, The CEO Response, underscores this shift, noting that 80% of CEOs recognise their roles now extend beyond their companies, engaging with governments and other stakeholders to forge new societal realities. In my role as CEO, this insight resonates deeply, influencing how I contribute to the MIoD’s role in engaging with the broader business community.

My leadership philosophy is rooted in the concept that true leaders uplift, inspire, and focus on the future. This involves anticipating future trends and challenges and preparing to meet them head-on. This proactive stance is critical in a world where disruption is the norm, and maintaining a complete risk-averse, “safe” path is no longer viable. Leadership, in this context, is about energising and motivating teams and stakeholders to embrace change and innovation.

By integrating these practices, I ensure that my role not only aligns with but actively promotes the broader expectations of modern leadership. This approach has positioned the MIoD to lead by example, demonstrating how corporate governance can be transformed into a dynamic and influential platform that not only responds to but also anticipates and disseminates the latest insights into future governance standards and best practices.

• What key changes or initiatives have you introduced since taking office?

Since assuming leadership at the MIoD, there has been a transformative shift in the Institute’s trajectory, which I have been proud to guide over the past four years. This period of change has redefined the MIoD from being predominantly viewed as a training institution to becoming the nexus for corporate governance dialogue and advocacy, such that we are now widely recognised as the corporate governance partner in Mauritius. Drawing from my experience across African markets, we have infused both global and regional insights to promote corporate governance practices tailored to our local context.

The transformation at MIoD has involved several key initiatives aimed at enriching our value proposition to our Members and the wider business community. As a member of the Global Network of Director Institutes (GNDI), an international network of 24 leading director institutes representing over 150,000 directors and governance professionals worldwide, the MIoD acts as a conduit bringing international perspectives on best corporate governance practices closer to local realities. Moreover, the launch of CGI Mauritius in October 2023 exemplifies the Institute’s unwavering commitment to reinforce its role in supporting the local business community with global best practices for effective climate governance. Furthermore, this comprehensive transformation has also been driven by an increased focus on board development programmes, learning, and upskilling opportunities, emphasising inclusivity and an expanded scope in leadership training.

Such initiatives enable us to continually expand and realign our platform for better preparing Mauritian directors and businesses for the challenges of modern leadership by facilitating dynamic exchanges and discussions on key themes at the forefront of the boardroom agenda, such as the integration of cutting-edge topics like climate change and artificial intelligence throughout our advocacy efforts and courses.

To support this broadened focus, the MIoD has also undergone significant digital transformations, revamping its membership offerings with the launch of our e-membership portal, which enables our Members to monitor their engagement and professional development in real time, along with regular e-communications, updates and newsletters that keep members abreast of the latest in corporate governance.

Moreover, our move to new office premises last year was also a physical manifestation of this change, creating a space that better serves the evolving needs of our members and stakeholders at large. We will be hosting our first advocacy event “Power in Progress: Accelerating Action for Equity” at our new office premises – a first in the MIoD’s history since its inception.

Combined with the rollout of new organisational support services like Risk Advisory, and the extension of our initiatives and services in Kenya and Tanzania last year, these developments underscore a strong execution mindset and significant trust in the MIoD. Supported by our esteemed Founders, Patrons, Members, Key Stakeholders, and the MIoD team, these efforts enhance our ability to propose robust corporate governance frameworks, which are designed to be responsive and anticipatory, meeting the evolving needs of business leadership in Mauritius and the broader region. As far as I am concerned, this is a journey and we are excited about the future pathway because we believe there are many more opportunities to tap into.

3. Corporate Governance Trends in Mauritius and Globally

• How is Mauritius aligning with global best practices in corporate governance?

Mauritius has made substantial efforts in aligning its corporate governance with global best practices over the years, reflecting a comprehensive approach to institutional reform and modern governance standards. This strategic alignment is evidenced by Mauritius’ leadership in the Mo Ibrahim Index of African Governance over the last decade. However, in 2023, Mauritius has ranked 2^nd behind Seychelles – which is an indicator that we must continue to reinforce our governance practices to retain the top tier competitiveness that we have maintained all this time. It is important to highlight Mauritius’ adherence in accordance with the updated G20/OECD Principles of Corporate Governance, with respect to new elements such as the integration of Artificial Intelligence (AI) and DEI.

Mauritius’ efforts in embracing digital transformation are highlighted in the AI Readiness Index 2023, where it ranks 1^st in Africa. Combining this with the country’s National AI Strategy 2025 focusing on regulatory sandboxes and ethical AI frameworks, this indicates a proactive stance and a conducive environment towards integrating AI effectively into our governance practices. Furthermore, with the advent of disruptive AI technologies, cybersecurity ranks as one of the primary immediate concerns. In this context, in the Global Cybersecurity Index of 2024, Mauritius has achieved a perfect score, across the five assessment pillars – legal, technical, organisational, capacity building, and cooperation, positioning us as the number one in Africa while also joining Tier 1 with 12 other nations including the UK and Saudi Arabia. This cybersecurity maturity demonstrates data integrity for financial reporting and protecting intellectual property assets, while also showcasing our diligent approach on the utilisation of the diverse array of technologies at our disposal, including AI.

Regarding DEI, the Survey on Directors’ Fees and Board Composition in Mauritius conducted by the MIoD in collaboration with Korn Ferry last year, has indicated an incremental improvement in female board representation in Mauritius—rising to 15% from 13% in 2021. While this progress is notable, it still falls short of the benchmarks set by countries in Europe, where the lowest female board representation was found to be around 30%. Furthermore, recent insights from the World Economic Forum Global Gender Gap Report have shown a decline in Mauritius’ rankings from 98^th in 2023 to 107^th in 2024, highlighting significant room for improvement in closing the gender gap. This disparity highlights the need for ongoing efforts to enhance our DEI practices, ensuring that corporate governance practices in Mauritius align more closely with global standards for inclusivity and equity.

On the basis of the above, time has come to revisit the National Code of Corporate Governance 2016 to incorporate these new elements. Moreover, in some jurisdictions, the code of corporate governance is served by both public and private sectors—while in Mauritius, there is a perception that the National Code of Corporate Governance applies only for private sector. The updated National Code of Corporate Governance should serve as the “bible” that would allow both public and private companies in Mauritius to align with the best corporate governance standards, ensuring an integrated approach to institutional development and international competitiveness on the global stage.

• What lessons can be learned from international markets in terms of board effectiveness?

Learning from international markets offers invaluable lessons on board effectiveness, which can be divided into three pillars: board composition, board process, and board dynamics.

With regards to board composition, we can draw insights from best practices guiding resources such as Harvard Business Review analysis, McKinsey reports, to mention a few, highlighting that boards exhibiting a wide range of diverse perspectives—encompassing gender, ethnicity, and professional backgrounds and experiences—tend to achieve better financial performance and drive higher levels of innovation compared to their less diverse counterparts. This diversity enhances the board’s capacity to navigate complex challenges and significantly enriches decision-making processes.

Moreover, achieving a balance between executive, non-executive, and independent directors is essential. Independent directors play a crucial role in providing unbiased oversight and ensuring that decisions are made in the best interest of all stakeholders. Their external perspective can challenge groupthink and enhance the quality of discussions, ultimately leading to more informed decision-making.

The processes governing board activities are equally vital for achieving effectiveness. This includes how minutes are written, how meetings are conducted, and whether pre-board and post-board materials are disseminated in a timely manner. Adhering to structured processes ensures that meetings are productive and that all members are adequately prepared. Furthermore, we are increasingly observing that board processes are being refined through the integration of technology.

The incorporation of AI facilitates more efficient management of board processes, streamlining meeting preparations and improving to improving the accuracy of compliance tracking and offering predictive analytics that aid in risk management and strategic planning. According to a 2023 MIT Sloan Management Review, AI’s predictive capabilities can provide valuable foresight into potential challenges, enhancing strategic responses.

Perhaps the most critical aspect of board effectiveness lies in board dynamics. Relying solely on survey questionnaires to assess these dynamics, as is often practiced in many companies in Mauritius, is inadequate. At the MIoD, our board evaluation exercises emphasise understanding board dynamics through one-on-one conversations. This approach allows us to grasp insights from directors and contextualise their experiences. Boards with clear role definitions foster an environment where strategic conversations are open and constructive. From a corporate governance perspective, continuous education and training are essential for maintaining these dynamics, as they help board members contribute more effectively to strategic discussions and engage meaningfully with management.

Finally, agility is becoming increasingly an essential attribute to boards. The ability to adapt swiftly to global economic shifts, regulatory changes, and technological advancements is critical for long-term sustainability and success. Agile boards are better positioned to navigate uncertainties and seize opportunities quickly. For instance, during the COVID-19 pandemic, organisations with agile boards were able to respond more effectively to business interruptions.

By applying these insights and perspectives, boards can not only enhance their operational effectiveness but also ensure that they are equipped to face both current and future challenges, adapting these global lessons to suit their specific corporate contexts.

• What emerging trends in governance should directors in Mauritius be aware of?

Governance has evolved over the past years from the ‘traditional’ concept to what I called ‘mindful governance’. Directors in Mauritius should be attuned to several emerging governance trends that are shaping the global and regional corporate landscape as we advance into 2025. These trends are pivotal for ensuring that corporate governance practices remain robust, forward-looking, and aligned with international benchmarks. For the past three years, key emerging trends have revolved around ESG & Climate Governance, AI, and DEI. The G20/OECD Principles of Corporate Governance have evolved in 2023 to accommodate for these trends.

With Mauritius being particularly vulnerable to climate change, the growing emphasis on ESG factors is reshaping corporate strategies. Companies are increasingly moving from traditional practices to sustainable models, integrating ESG considerations into their business strategies to meet evolving regulatory expectations and address stakeholder concerns about long-term viability and ethical operations.

Furthermore, AI’s transformative potential extends beyond business processes, impacting job roles and necessitating ongoing training and reskilling of employees. Directors must focus on fostering a culture that views these technological shifts as opportunities for professional growth, while also addressing ethical concerns regarding data privacy and algorithmic fairness. Finally, as mentioned earlier, DEI are becoming increasingly important in governance, enhancing organisational performance by bringing diverse perspectives to decision-making processes.

Currently, many companies are navigating significant regulatory and geopolitical changes. These shifts require a profound understanding of how global trends and local policy changes directly impact corporate governance and operational strategies. In this dynamic environment, foresight becomes an invaluable asset, enabling directors to anticipate potential challenges and opportunities and to prepare strategic responses that ensure resilience and provide a competitive edge in adapting to evolving market and regulatory conditions. Therefore, directors in Mauritius should prioritise staying informed about these trends to ensure their organisations remain competitive, ethical, and sustainable.

4. Board Diversity and Inclusion

• How is MIoD promoting gender and generational diversity on boards?

The MIoD employs a multifaceted approach that includes leadership training, advocacy, and direct support services, in line with its commitment to promoting gender and generational diversity on boards. A key component of our DEI initiatives is the Women Directors Forum (WDF), an Advocacy Forum of the Institute, which plays a pivotal role in empowering women to achieve leadership roles within corporate boards. It is important to note that the members of the WDF are representative of the corporate business sector in Mauritius, most of which are our Founders and Patrons from both public and private sectors.

As part of our Path to the Boardroom roadmap, the WDF, through programmes like the Women Leadership Academy (WLA) run in collaboration with Dale Carnegie Mauritius, has been instrumental in empowering more than 200 women leaders and professionals in Mauritius with the skills and confidence needed for board positions, preparing them to excel in leadership roles and contribute effectively to the corporate governance landscape. It is important to highlight that the WLA was also extended to Kenya last year with the collaboration of Dale Carnegie Mauritius and Kenya, which has seen more than 30 women completing the course, exemplifying our commitment at fostering DEI best practices both in Mauritius and in the region.

Moreover, the MIoD also actively supports the business community through our tailored board recruitment services, ensuring that boards not only achieve representation targets, but also benefit from a diverse mix of experience and fresh perspectives tailored to their specific needs. This approach helps companies in Mauritius align with global best practices in corporate governance, enhancing their decision-making capabilities.

Additionally, our ongoing #AccelerateAction campaign, being run in the lead up to the International Women’s Day 2025, underscores our commitment to DEI best practices by featuring valuable insights and perspectives from industry leaders as well as showcasing the personal experiences of fellow women leaders having completed the WLA through video interviews. As part of this campaign, the forthcoming event “Power in Progress: Accelerating Action for Equity“, being hosted at the MIoD office on 6 March 2025, will gather leaders and change-makers to discuss and promote actionable steps toward achieving gender equity, demonstrating our ongoing effort to drive real impact through dialogue and leadership on issues of diversity.

These concerted efforts by the MIoD not only set a stronger foundation for gender and generational diversity in board compositions but also ensure that these principles are integrated into the very fabric of corporate governance practices across Mauritius, fostering a more inclusive and effective business environment. Our aim is to help organisations cultivate a more dynamic and adaptable governance structure, which is crucial for navigating the complexities of today’s business environment. This inclusive approach not only enriches board discussions but also fosters a culture of continuous learning and adaptability that is vital for effective and sustainable corporate governance practices.

• What challenges exist in achieving true board diversity in Mauritius?

Achieving true board diversity in Mauritius presents a complex set of challenges that delve into deeper systemic issues. One significant hurdle is the lack of visibility and accessibility of diverse candidates for board positions. Cultural and perceptual barriers also persist today as traditional views on leadership tend to favour a homogeneous profile, often prioritising seniority and specific demographic traits. This entrenched cultural perspective can slow the pace of progress towards embracing diversity as a value-enhancing element rather than merely a checkbox requirement.

Additionally, there is often a resistance to change within existing boards, with a tendency to maintain the status quo over the potential disruptions of integrating new, diverse members. This resistance can stem from misconceptions about the benefits that diversity brings, such as improved creativity, risk management, and governance. Moreover, while Mauritius has implemented regulations to improve board diversity, such as mandates for gender representation, broader aspects of diversity like age, professional background, and international experience are often less addressed.

In response to this, the MIoD continues to leverage on its initiatives for encouraging clear pathways for diverse candidates, including mentorship opportunities, networking platforms, and training programmes for preparing a wider array of candidates for leadership roles tailored to the demands of modern board governance in Mauritius. Through our advocacy initiatives, training, and organisational support services such as board evaluation and board recruitment, our aim to not only increase awareness of the benefits of diversity but also to cultivate a more inclusive and dynamic corporate governance landscape in Mauritius.

5. The Impact of ESG on Boardroom Decisions

• How is the ESG agenda influencing corporate strategies in Mauritius?

In Mauritius, ESG is becoming a critical factor reshaping the approach to corporate strategies, largely driven by the island’s vulnerability to climate change and the global urgency to integrate sustainable practices. The recent years have seen a substantial shift, with ESG considerations becoming integral to business operations, not just for regulatory compliance but as a cornerstone of corporate identity and strategy.

The impact of climate change is an inescapable reality for Mauritius, demanding an agile and proactive response from businesses. The global consensus, highlighted during the recent COP29, underscores the slow progress in meeting the Paris Agreement goals, notably the critical threshold of 1.5 degrees Celsius above pre-industrial levels. Recent reports indicate that 2024 was the first year to exceed this threshold, setting a precedent that intensifies the call for urgent and decisive action from corporate sectors worldwide, including Mauritius.

The physical threats of climate change are being experienced in Mauritius and around the world, with global damages estimated at USD 38 trillion annually according to researchers from Potsdam and Berlin in Germany in a peer reviewed study published in the journal Nature. a figure much larger than the mitigation costs needed to limit global warming to two degrees. The leading cause of global warming being carbon emissions which are being produced mainly through economic activity from corporations, reinforces the rationale that corporate board members are expected to act as change agents to counter the daunting impact of climate change. Moreover, even if carbon dioxide emissions were to be substantially reduced starting today, the global economy is projected to see an income reduction of 19% until 2050 due to climate change, according to a study on The Economic Commitment of Climate Change by Kotz, Levermann and Wenz (Nature, 2024). Delay in transforming business models towards sustainability could therefore lead to severe loss of enterprise value, potentially causing some companies to fail.

In the context, board members must therefore look beyond short-term gains and address long-term sustainability challenges that threaten profitability and viability. Moreover, forward-thinking boards recognise that proactively engaging with sustainability initiatives not only contribute to mitigating these risks but also enhance their strategic positioning in the market, often gaining a competitive edge.

It is crucial for corporates in Mauritius to integrate these considerations and embrace ESG principles effectively into their DNA for cultivating both resilience and securing competitive advantages in a global marketplace that increasingly values sustainability while also setting a standard for responsible corporate practices in the region. Although Mauritius’s contribution to global carbon dioxide emissions is minimal—emitting 4.14 million tonnes of carbon dioxide in 2023, compared to the three largest emitters that same year comprising of China (11.9 billion tonnes), the US (4.91 billion tonnes), and India (3.06 billion tonnes)—our approach should thus be focusing on both carbon reduction as well as adaptation strategies.

Beyond meeting regulatory expectations, the integration of the ESG agenda on corporate strategies in Mauritius must therefore align with both ethical imperatives and strategic business objectives. This transformation must be driven by a collectively informed and committed corporate leadership that prioritises the planet and people alongside profits.

• What role does MIoD play in helping directors integrate sustainability into governance?

The urgency for board directors to proficiently integrate sustainability into their governance practices has never been more critical. A 2023 survey by Hendrick & Struggles (H&S) in collaboration with INSEAD and BCG underscores this need, revealing that while 79% of board members recognise the strategic importance of sustainability, only 29% feel adequately equipped to challenge management on these issues.

The MIoD is committed to bridging this gap in Mauritius, by empowering directors and business leaders to address any competence divide for successfully integrating sustainability including climate-related strategies effectively. The CGI Mauritius in collaboration with our esteemed Founder HSBC Mauritius is quickly becoming an essential platform, since its launch in October 2023, for advancing effective climate governance practices in Mauritius.

A local Chapter of the global CGI network, comprising of 33 Chapters in over 70 countries, CGI Mauritius aligns with the World Economic Forum 8 Principles for Effective Climate Governance. This enables CGI Mauritius to integrate global insights from across the world to foster an effective approach for boards in Mauritius to align with global efforts under a common framework. This initiative is vital in equipping directors with the necessary skills and knowledge to drive meaningful actions within their respective organisations.

Currently, CGI Mauritius is actively engaging the business community through a transformative project which involved hosting the Beyond Business As Usual: The Climate Roundtable in December last year, in collaboration with the British High Commission in Mauritius and the UK’s Taskforce on Access to Climate Finance, where we had the privilege of welcoming the Hon. Rajesh Bhagwan, Minister of the Environment, Solid Waste Management and Climate Change, the Hon. Dr. Jyoti Jeetun, Minister of Financial Services and Economic Planning, the Hon. Dhaneshwar Damry, Junior Minister of Finance and Hon. Joana Bérenger, Junior Minister of the Environment, Solid Waste Management and Climate Change. This significant event saw the participation business leaders across industries to gather strategic insight into the barriers and pathways for effective climate governance and transition strategies. Further to the roundtable, a Survey on Corporate Climate Governance in Mauritius is currently underway, which will be followed by the organisation of focus group discussions, to gather technical insights into the subject matter.

The findings from the roundtable, survey and focus group sessions will be used as data-feeder for the development of a CGI certified specialised training programme for directors for aligning global best practices with the specific needs of the Mauritian context. In addition, sector-specific toolkits will be created, providing practical guidance and tools to help organisations integrate climate governance more effectively. These initiatives, aimed at enhancing the climate resilience of Mauritian businesses, will culminate in an expanded launch event during the year, bringing together a wide range of stakeholders. It is important to highlight that CGI Mauritius also continuously organises complimentary online awareness sessions with key stakeholders such as Accenture, KPMG Mauritius, PwC Mauritius and Deloitte Mauritius, focusing on specific key areas of business operations, with the aim of further reinforcing local climate governance practices.

Furthermore, the MIoD also hosts themed advocacy events such as the 2^nd edition of the ESG Summit last year in collaboration with our esteemed Patron CareEdge Ratings Africa; while also organising ESG-related workshops and webinars for the benefit of our Members and the broader business community. These combined efforts by the MIoD follows a comprehensive strategy that not only cultivates actionable, sustainable solutions tailored but also empowers businesses in Mauritius to be more than participants, but leaders in the global movement towards more responsible and resilient corporate practices which contributes to reinforce Mauritius’s role as a pioneer in sustainable governance.

• How do you see ESG reporting evolving in Mauritius?

The landscape of ESG reporting locally is undergoing a transformative shift, driven by regulatory innovation, private-sector engagement, and alignment with global sustainability frameworks. While Mauritius has historically relied on the Global Reporting Initiative (GRI) for voluntary sustainability disclosures, the increasing impacts of climate change and other sustainability challenges has led to a global push for mandatory reporting as part of a broader movement to integrate ESG factors into the core strategies of businesses, with the objective to address global sustainability challenges more effectively.

The introduction of IFRS S1 and S2 standards developed by the International Sustainability Standards Board (ISSB) for annual reporting periods starting in 2024, marks a significant advancement in sustainability reporting globally, including in Mauritius. These standards consolidate frameworks such as the Task Force on Climate-Related Financial Disclosures (TCFD) and the Sustainability Accounting Standards Board (SASB), providing a unified framework for enhancing the comparability and consistency of sustainability information across borders, enabling the setting of clear expectations on accountability.

However, there exists some challenges in order to ensure the standard implementation of these standards across the corporate landscape. For instance, a critical barrier to ESG reporting maturity is the lack of centralised data collection systems. For instance, only a minority of Mauritian companies use digital tools to monitor energy or water consumption, while a significant proportion are still relying on manual audits instead. Moreover, SMEs, which constitute 90% of our local businesses, may face resource limitations in hiring sustainability professionals for effective ESG reporting practices. There is also a need to develop such enforcement mechanisms that would provide clear regulatory framework with respect to ESG disclosures, preventing inconsistencies in reporting quality.

While regulatory frameworks and corporate practices are still maturing during this transition phase of the Mauritian ESG reporting landscape, the MIoD’s ongoing engagement through the development of capacity-building programmes, public-private sector collaborations and advocacy present a fertile ground for progress during this transition period. Notably, the Directors Forum, in collaboration with PwC Mauritius, has launched its 9^th publication last December on “Towards a Global Sustainability Reporting Framework: The Role of ISSB’s S1 and S2 Standards and Their Impact on Directors”, providing strategic insights for directors to navigate the evolving landscape of sustainability reporting, ensuring that they understand the implications of these standards on their governance practices and organisational strategies.

To fully realise its potential as a regional sustainability hub, Mauritius must prioritise data digitisation, cross-sectoral collaboration, and early adoption of IFRS S1 and S2. By tracking our sustainability efforts, we can better understand and improve how we are contributing to our national development strategies. This can enable Mauritius to not only mitigate climate risks but also carve a niche as a trailblazer in the Global South’s sustainable finance landscape.

6. Director Training and Continuous Development

• What skills do modern directors need to navigate today’s complex business environment?

While there was a perception that directors traditionally needed only financial skills to navigate the business world, today’s complex environment demands a much broader skillset. The specific requirements for a director will depend on factors such as the nature and complexity of the business and its strategic ambition. But as leaders are entrusted with steering organisations through unprecedented technological, regulatory, and societal shifts, there are generic skills that would define the modern director of today such as embodying a blend of strategic foresight, ethical governance, adaptive resilience and human-centric leadership.

Directors must be able to balance long-term value creation with immediate stakeholder needs. Strong strategic thinking capabilities can enable them to not only understand the current market dynamics but also anticipate future trends and disruptions. A director should be able to analyse various scenarios and their potential impacts on the organisation. This skill is intrinsic, as it requires a mindset that embraces complexity and uncertainty while remaining focused on long-term goals. Directors can further accentuate their decision-making by leveraging on horizon scanning workshops to pressure-test strategies against a set of varying scenarios, which can enable them to better anticipate and prepare for upcoming changes by identifying emerging threats and opportunities before they take on significant momentum.

In today’s diverse corporate landscape, emotional intelligence is crucial. Directors must be adept at understanding and managing their own emotions as well as those of others. This skill fosters effective communication, collaboration, and conflict resolution within the boardroom. Building trust and rapport with fellow directors and stakeholders is essential for fostering a culture of openness and inclusivity.  Furthermore, McKinsey’s research shows diverse boards achieve 25% higher profitability, but this requires directors to be able to steer their organisations towards fostering psychologically safe environments to effectively leverage from diverse perspectives.

As technology continues to reshape industries, directors must also possess a solid understanding of digital tools and trends, particularly in areas such as AI, cybersecurity and data analytics. This doesn’t mean they need to be tech experts, but they should have the ability to engage with technology leaders and understand its implications for business strategy. An intrinsic curiosity about technology can drive continuous learning in this area.

The ability to adapt to change is more important than ever. Directors should cultivate a mindset of innovation, agility and resilience, enabling them to respond effectively to crises and unexpected challenges. This includes a commitment to ongoing learning to stay abreast with the latest trends and developments, being open to feedback, learning from failures, and embracing new ideas or approaches that may enhance organisational performance.

To summarise, modern directors must embody a paradoxical mixture of skills: technologically astute yet human-centred, strategically bold yet operationally vigilant, globally minded yet locally anchored. The IoD Competency Framework’s triad of knowledge, skills, and personal attributes provides a scaffold for this evolution, but true differentiation will come from directors who treat corporate governance as a regenerative practice—maintaining stakeholder trust while pioneering new business frontiers. As digital and climate disruptions accelerate, boards that prioritise continuous upskilling, ethical courage, and systems leadership will define the next era of corporate resilience.

• How is MIoD adapting its training programmes to ensure directors remain competent and relevant?

At the MIoD, we recognise that the rapidly changing business environment demands that directors continuously evolve their skills and knowledge. To ensure business leaders and professionals remain competent and relevant, we have implemented several adaptive strategies in our training programmes. We have revamped our training curriculum to align with international best practices and frameworks, such as the G20/OECD Principles of Corporate Governance and the IoD Competency Framework. This ensures that our directors are equipped with the latest insights into effective governance, risk management, and stakeholder engagement.

Our training programmes now incorporate critical emerging topics such as sustainability, digital transformation, and cybersecurity. For instance, we have recently conducted a series of workshops on AI and on integrating climate risks into governance frameworks, reflecting the growing importance of AI Governance and ESG considerations in boardroom discussions. This proactive approach helps directors understand the implications of these trends on their organisations. Moreover, to accommodate diverse learning preferences and schedules, we offer a mix of in-person, virtual, and hybrid training formats. This flexibility allows directors to engage with content in a manner that suits them best while ensuring accessibility regardless of location. Our recent virtual sessions have seen participation from directors across various sectors, enhancing knowledge sharing and collaboration.

The MIoD also regularly collaborates with local and international facilitators, including industry leaders and experts to deliver specialised training sessions. By inviting guest speakers from sectors such as fintech, governance, and sustainability, we provide our directors with real-world insights and practical applications of theoretical concepts. This connection to industry trends ensures that our training remains relevant and impactful. We also actively seek feedback from our Members regarding their training needs and experiences. This feedback informs our programme development, allowing us to adapt quickly to emerging challenges and opportunities faced by directors. By fostering an open dialogue with our members, we can tailor our offerings to address specific gaps in knowledge or skills.

In addition to our themed workshops and webinars, the MIoD also offers a comprehensive set of board development programmes designed to enhance the corporate governance skills of directors across various industries. The Director Development Programme (DDP), in collaboration with the Open University of Mauritius, covers essential aspects of governance, ethical decision-making, and strategic leadership, with participants attaining the status of Chartered Director. The Applied Directorship Programme (ADP), in partnership with the Sirdar Group, is particularly notable for its practical approach to board training. This programme includes board simulations that allows participants to get hands-on experience in navigating complex boardroom dynamics. The programme is designed to be highly interactive, focusing on the practical application of governance principles in a simulated environment. We are currently accepting registrations for the 7th batch of the ADP, which is set to begin in March 2025. Additionally, the ecoDa programme aligns with European governance standards and provides insights into the roles and responsibilities of directors operating within transnational governance frameworks. This programme is tailored for directors looking to expand their understanding of board functions across different regulatory and cultural landscapes in Europe.

At the MIoD, we promote a culture of lifelong learning among directors. We encourage participation in ongoing professional development through certifications, workshops, and seminars that focus on both hard and soft skills necessary for effective corporate governance. This commitment to continuous improvement is essential for navigating today’s complex business landscape.

In conclusion, we will continue to innovate and drive excellence through a diverse range of efficient facilitators and speakers for disseminating the best insights on global standards and emerging trends, empowering directors to make informed decisions that drive sustainable growth for their organisations and contribute positively to the Mauritian economy.

• What role does mentoring play in shaping the next generation of business leaders?

Mentoring is an invaluable component in developing the future leaders of tomorrow. It serves not only as a mechanism for knowledge transfer but also as a catalyst for personal and professional growth. Mentors provide essential guidance by sharing valuable experiences and insights, helping mentees navigate the complexities of leadership. This relationship allows aspiring leaders to identify their strengths and weaknesses, set meaningful goals, and develop strategies to overcome challenges. The emotional support that mentors offer is crucial for building confidence and resilience, enabling mentees to face obstacles head-on.

Through storytelling and open discussions, mentors also impart valuable lessons learned from their own journeys, helping mentees avoid common pitfalls. This transfer of contextual and business-specific knowledge equips future leaders with practical insights that enhance their decision-making abilities in complex situations. Moreover, mentors often have extensive professional networks that they can introduce to their mentees. These connections can open doors to new opportunities, collaborations, and resources that can be beneficial for career advancement. By expanding their professional circles, mentees gain exposure to diverse perspectives and experiences.

A mentor also acts as an accountability partner, providing constructive feedback and encouraging mentees to stay focused on their development goals. This accountability fosters a commitment to continuous improvement and helps emerging leaders refine their skills and competencies. By promoting qualities such as self-awareness and emotional intelligence—key traits for effective leadership, mentors encourage mentees to reflect on their values, strengths, and passions, aligning them with their leadership aspirations. This introspection is critical for developing empathetic leaders who can connect with their teams.

In conclusion, mentoring is a component that is not widely practiced in Mauritius but yet it is a powerful tool that shapes future business leaders by providing them with the necessary support, knowledge, and connections. At the MIoD, we are committed to nurturing the next generation of leaders, by facilitating connections between experienced directors and emerging talent, creating a supportive environment where knowledge sharing can flourish. 

7. Ethics, Transparency, and Good Governance

• How does MIoD help organizations strengthen their ethical frameworks?

In today’s complex business environment, corporations are being assessed on broader societal and environmental criteria resulting in boards being increasingly called to hold the higher bar on corporate conduct. Ethical frameworks are the foundation of good governance and sustainable business practices, serving as the backbone for decision-making processes by guiding organisations in effectively navigating moral dilemmas and establishing trust with stakeholders through actions that align with core values, regulatory requirements, and stakeholder expectations.

According to LRN’s Benchmark of Ethical Culture 2024, companies with the strongest ethical cultures outperform their peers by approximately 50% across all measures of business performance, including market share, customer satisfaction, employee loyalty, innovation, adaptability and growth. A CareerBuilder survey underscores the critical role of ethics in attracting top talent, with 71% of job seekers considering a company’s commitment to ethical business practices when deciding whether to accept a job offer, highlighting the impact of ethics in the hiring process.

Ethical behaviour cannot be left to chance but must be actively cultivated through leadership, policies, and accountability mechanisms. Boards play a pivotal role in setting the “tone at the top,” which cascades throughout the organisation. Ethical frameworks not only help businesses define what is right and wrong but also enhance corporate governance by promoting accountability and transparency.

At the Mauritius Institute of Directors (MIoD), we are deeply committed to helping organisations embed robust ethical frameworks into their governance structures. One of MIoD’s key contributions as part of our advocacy efforts is the publication of “An Ethics Guide for Boards”, developed by the Directors Forum in collaboration with PwC Mauritius. This guide provides practical strategies for boards to establish and maintain ethical cultures within their organisations. This guide can be accessed on the MIoD website.

Our ongoing workshops and training sessions also address the key themes at the forefront of the board agenda, for equipping directors with the necessary knowledge and skills for fostering corporate governance excellence across their organisations.

In our view, strengthening ethical frameworks is not just about compliance—it is about fostering a culture where integrity becomes second nature across all levels of an organisation. By equipping boards with the tools, knowledge, and support they need, we are helping businesses build resilience against ethical risks while enhancing their reputation as responsible corporate citizens. As Mauritius continues its journey toward becoming a high-income economy, embedding ethics into governance will remain central to achieving sustainable growth and societal trust.

• What are the most common governance failures, and how can they be avoided?

Common governance failures often stem from a lack of oversight, inadequate risk management, and insufficient training among board members. One prevalent issue is the absence of clearly defined accountability mechanisms. According to an article on corporate governance failures by The CFO in 2023, one of the key reasons for governance failures is the lack of proper oversight and accountability protocols. Thus, boards should clear roles and responsibilities within well-defined governance structures.

Another critical area of concern is the management of conflicts of interest. When personal interests overshadow organisational goals, it can lead to questionable decision-making and erode stakeholder trust. Organisations must implement robust policies that promote transparency in decision-making processes and establish independent committees to oversee sensitive areas such as executive compensation and audits. This proactive approach helps mitigate potential conflicts before they escalate into larger issues.

Inadequate risk management strategies also contribute to governance failures. Studies show that companies with ineffective risk assessment frameworks are significantly more vulnerable to crises. To avoid this pitfall, organisations should adopt comprehensive risk management practices that include regular assessments, scenario planning, and stress testing to identify and address potential vulnerabilities proactively.

Finally, a lack of training and development for board members can hinder effective governance. Many directors may not possess the necessary skills or knowledge to navigate complex governance challenges. Continuous education programs are essential to equip directors with the latest insights into best practices in corporate governance, risk management, and ethical leadership. At the MIoD, our range of initiatives are designed to ensure that our Members and the broader business community are well-prepared to lead with integrity and effectiveness in today’s dynamic business environment.

• How can companies balance profitability with responsible business practices?

It is important to have a consistent definition of what a responsible business is about. A responsible business operates efficiently and ethically; meets and exceeds legislation; and always considers its impact on people (the workforce, the community and society at large) and the environment.

Companies today face the challenge of meeting financial objectives while also addressing their social and environmental responsibilities. Key findings from the Seven Key Corporate Trends in ESG & Climate for 2024 and Beyond by the Center for Sustainability and Excellence highlights that the most profitable companies tend to have medium to high ESG ratings, suggesting a direct link between robust ESG practices and superior financial performance. A study by the World Economic Forum in Accelerating Sustainable Transformation: Dispelling Old Myths to Seize New Value in 2023 also found that 70% of executives believe integrating sustainability into business models is critical for long-term success. These findings underscore the growing recognition that profitability and responsibility are interconnected, not opposing forces.

To achieve this balance, companies should adopt a Triple Bottom Line (TBL) approach, which considers profit, people, and the planet. This framework encourages businesses to evaluate their performance not just in terms of financial returns but also in their social and environmental impacts. A systematic review published in Revista Científica “Visión de Futuro” in 2023 found that 83% of studies confirm a positive relationship between sustainability practices and financial performance, emphasising that sustainable strategies can drive innovation, mitigate risks, and enhance competitiveness. Engaging with stakeholders—including employees, customers, and local communities—provides valuable insights into their needs and expectations, enabling businesses to make informed decisions that align with both profitability and corporate social responsibility (CSR).

Moreover, integrating sustainable practices into core operations can yield significant cost savings. For example, adopting energy-efficient technologies or implementing circular economy models can reduce resource consumption while enhancing operational efficiency. The World Economic Forum’s 2024 Business Case for Sustainability report emphasises that organisations leveraging climate technology and circular economy practices are better positioned to create value while addressing environmental challenges. These efforts not only reduce costs but also improve brand reputation among socially conscious consumers and investors.

The way forward is to pave our way towards more responsible businesses practices because we strongly believe that this is the future of tomorrow. Ultimately, the path to balancing profitability with responsible business practices lies in recognising that these two objectives are not mutually exclusive but rather interconnected elements of sustainable growth.

9. Crisis Management and Board Resilience

• How should boards prepare for unforeseen crises like economic downturns or scandals?

I remember, as a board member, when I raised a question on crisis management, a comment that I had received was “these risks have never happened in the past and it is improbable that these will affect us in the future”. Such mindset in no longer viable in today’s volatile and complex business environment.

Boards must prioritise crisis management as a fundamental aspect of their governance responsibilities. The COVID-19 pandemic has underscored the necessity for organisations to build resilience to withstand shocks and recover robustly. According to PwC’s bi-annual Global Crisis and Resilience Survey in 2023, 91% of organisations had experienced at least one disruption over than the pandemic while 89% reported resilience as a main business priority. Furthermore, while 70% of business leaders reported to be confident to recover from disruptions, the survey data demonstrated they lacked the foundation to do so. These findings underscore the importance of implementing dedicated ‘anticipation and prevention’ strategies within crisis management frameworks to effectively prepare for unforeseen crises.

To enhance preparedness, boards should develop and instil a robust crisis management framework that clearly delineates roles, protocols, and procedures for each stage of the crisis management process. As noted by the Institute of Internal Auditors, a well-defined crisis framework can reduce a crisis’s financial impact by up to 25%. Additionally, establishing a cross-functional crisis management team is critical; according to a 2023 report by Deloitte, 85% of resilient organisations have such teams in place, ensuring coordinated responses across departments during a crisis.

Effective communication strategies are also vital during crises. Boards must ensure that their organisations have predefined and tested communication plans in place. A study highlighted by Forbes indicates that nearly 60% of businesses that managed crises effectively had a crisis communication plan ready prior to the event. This emphasises the importance of clear messaging to stakeholders, which can significantly impact an organisation’s reputation and recovery efforts.

Finally, fostering a culture of resilience within the organisation is crucial. Boards should engage all employees in understanding their roles in crisis prevention and response. Studies by McKinsey attribute resilient organisations as being able to quickly assess emerging challenges, reorient themselves and respond effectively. By embedding crisis preparedness into the organisational culture, boards can ensure that every team member is equipped to collectively contribute to effective crisis management.

In summary, when there is a crisis, there is a need to act fast. And for this to happen, boards should adopt proactive strategies that include developing comprehensive crisis management frameworks, establishing cross-functional teams, implementing effective communication plans, and fostering a culture of resilience. By doing so, they can better prepare their organisations for unforeseen crises and enhance overall governance effectiveness.

• How can board members foster a culture of resilience and agility?

Resilience and agility are highly correlated concepts, and their development is a critical aspect of modern corporate governance. However, it is important to understand that they are not synonymous. Imagine four types of organisations: One that is neither resilient nor agile is simply unprepared to adapt and respond quickly to change. Another may be resilient but not agile, meaning it can recover from sudden changes but lacks the flexibility to do so at the required speed. Conversely, an organisation that is agile but not resilient can react quickly to changes but lacks the organisational mindset to deal with the stress that comes with change. We are currently living in a complex business landscape where we have no choice than to be both resilient and agile, and this means that organisations need to react effectively at the speed required by the situation.

Effective leadership plays a crucial role in fostering this type of culture. Resilient cultures begin with engaged leaders who understand and support their employees. A lack of senior leadership support can lead to a disengaged workforce and a weak company culture.

Open and transparent communication is another determining factor to enable and sustain this culture. The former is a powerful tool for driving behaviour and creating open conversations on key topics. Mechanisms such as corporate intranet platforms or regular departmental meetings can promote transparent communication.

Furthermore, it is important to create a supportive work environment. Instead of encouraging employees to keep their work and personal lives separate, a more social and safer work environment can help employees cope with change.

The MIoD is committed to supporting board members in fostering these qualities and as mentioned earlier, the recently launched RGF aims to equip directors with the tools they need to anticipate risks, manage threats, and foster a proactive approach to governance challenges.

10. Women in Leadership and Empowering the Next Generation

• As a female leader, what challenges have you faced, and how did you overcome them?

Challenges are an inevitable part of life, and for us women, they often come with unique complexities in both personal and professional spheres. At some point in my journey, I had to juggle multiple responsibilities including family, caregiving and personal aspirations. Societal expectations added some pressure, making it essential to set boundaries by balancing work, family and personal well-being. Building a support system has enabled me to successfully navigate these difficult times.

I remember when presented with an opportunity for a six-month assignment in Africa, I hesitated due to concerns regarding my children, who were at that time one and three years old respectively. The support of my husband and parents was translated in the form of an encouragement, allowing me to conduct successfully the assignment.

Professional challenges also formed part of my journey and overcoming them required confidence to stand my ground and assert my expertise. Seeking mentoring opportunities from role models also proved to be invaluable in boosting my career. I learned on the importance of self-belief, daring to embrace new challenges, and staying true to my values.

Finally, transitioning into entrepreneurship at some point in my career brought its own unique set of challenges. Managing every aspect of a business, from finances to operations, can be overwhelming. There were moments when I doubted my capabilities, but perseverance has been a determining factor. These experiences have equipped me with invaluable leadership skills, business acumen, and the adaptability to navigate the business world. As a leader, I now strive to inspire other women to overcome challenges, advocate for themselves, and pursue their ambitions with confidence.

• How do you see the role of women evolving in corporate leadership and governance?

I believe the role of women in corporate leadership and governance is undergoing a significant evolution, driven by a growing recognition of the unique perspectives and skills that women bring to the table. My own experiences, and those of countless other female leaders, demonstrate the importance of having diverse voices in decision-making roles. Today, corporate boards and executive teams are increasingly realising that DEI is not just a matter of social responsibility, but a strategic imperative for long-term success.

One key aspect of this evolution is the growing push for greater representation of women on boards. We have made progress but there is still much work to be done to achieve true gender parity, as highlighted earlier. Beyond representation, I see women playing an increasingly active role in shaping corporate culture and driving ethical governance. Women often bring a different leadership style, characterised by empathy, collaboration, and a focus on long-term sustainability. These qualities are essential for building resilient and responsible organisations that can navigate the complex challenges of the modern business world.

Furthermore, women are also at the forefront of advocating for greater transparency, accountability, and stakeholder engagement in corporate governance. According to the World Economic Forum’s Global Gender Gap Report 2024, companies and countries that prioritise gender equality are better positioned for innovation, economic growth, and social progress. As we move towards a more purpose-driven and sustainable model of corporate governance, the leadership of women will be critical in ensuring that organisations act in the best interests of all stakeholders.

In conclusion, the role of women in corporate leadership and governance is evolving from one of mere representation to one of active leadership and influence. And the way forward is inculcating an inclusive leadership, whereby both counterparts can transform corporate culture, drive ethical governance, and advocate for a more sustainable business world.

• What advice would you give to aspiring female leaders and young professionals looking to make an impact in the business world?

Believe in yourself and your capabilities! Leadership journeys are often filled with challenges, and self-doubt may arise. Remember, “For every challenge, an opportunity; for every doubt, a conviction.”

Second, be curious! With every challenge comes an opportunity. More than too often, we focus on the challenge instead of the positive side of things. So, it is very important, open your ears and eyes, and tap on opportunities.

Third, find your voice and do not be afraid to use it! It is crucial to speak up and share your ideas, even if they differ from the prevailing view. I encourage you to take the floor without hesitation, not just to claim your place but to enrich debates and bring new perspectives to attain better horizons collectively.

Finally, cultivate a strong network of mentors and allies! If you have a goal in mind, do not be afraid to reach out to individuals who can provide guidance, support, and encouragement. Build relationships with people who believe in you, and who will advocate for you when opportunities arise.

In closing, remember that success is not solely about achieving personal goals but also about creating a legacy. By staying true to your values, working hard, and supporting others, you can drive a meaningful and positive change to the business world and beyond.