Built on your experience, what are the basic factors needed for a board to function?

Fundamentally, I believe that a good board has diversity and different professional competencies, which collectively contribute to a good dynamic and are able to positively challenge and set direction. When composing a board of directors, it must therefore be taken into account that it must be a well-functioning team with complementary strengths that complement the executive board's competencies.

What profile and experience do you think a good board leader should have?

A good board leader encourages perspectives and discussions. They conclude and summarize the decisions – all with a proactive and positive tone that supports a developing environment within the Board of Directors and between the Board of Directors and the Executive Board. The responsibility lies in working collectively to ensure that the individual board member's commitment and skills are brought into play and utilized to the fullest. Through these, you must find a common line that constantly ensures that you create results and constant progress for the company – in collaboration with the management.

Can you give some examples of what you have contributed positively to board work – both with knowledge and personally?

Specifically, through my board work, I have contributed to the development of profitable growth, global expansion into new markets and helped set the course for a climate-resilient world. In all the boards I have been on, it has always been my goal to build bridges between strategy and execution. I therefore work closely with the Executive Board to ensure that strategic thinking is incorporated into the day-to-day management and that the management's decisions are followed by execution.

What skills/characteristics would you prefer in a board that you lead?

For me, the most important thing is to set clear expectations for the individual board members. I find that together we can create the best results when we all understand what our role is. Here, diversity is also central. By bringing different skills and experiences into play, we as a board are best positioned to support the company's strategic direction.

What does it mean to you to be nominated for the Women's Board Award 2024?

For me, the nomination means visibility. If we are to succeed in getting more women at all levels of management and on boards, it requires visible role models that others can mirror themselves in. I myself grew up in an industry where there are only 1% female CEOs worldwide. I've been used to being the only woman in the room. It has also sometimes meant that I was mistaken for a secretary – you simply hadn't seen a female CFO or CEO before. I would like to help change this by using myself as an example of a leader and an active board member.