How do large organisations benefit from having Supervisory Boards?

David: Once firms reach a certain size, it is very common for firms to adopt an Executive Committee and Supervisory Board or Partnership Council structure. This is borne out of a need to recognise not everyone can be involved in day-to-day management, but, equally, that the partners want to feel a connection with the management of the firm.

What objectives do you have for 2024?

Vivien: There are challenges for us in the year ahead. Many of these are macro-economic and the Executive is looking at how we address these. From a Supervisory Board perspective, our objective is to see that our culture is preserved and enhanced as we continue to grow as a European powerhouse. As we become a more diverse partnership and community, we need to recognise and celebrate this, while also changing how we work to become more efficient.

Ramatu: Maintaining our fair and reasonable culture will be one of our key priorities.

Over the last 12 months, there have been some significant positive changes; a lot of work has been done by our Managing Partner, Executive Committee, Partners and Business Services committee members on areas including remuneration, collaboration and financial hygiene.

We want to build on this good work over the next year to help ensure the firm is resilient and able to adapt to whatever changes the future holds.

How does Supervisory Board allow members to contribute to good governance?

David: I have stayed with Fieldfisher for the whole of my working life because of the culture and the people, many of whom I count as personal friends. Being Senior Partner and a member of the Supervisory Board allows me to contribute to that culture, while recognising that we cannot stand still and helping to manage change.

Vivien: I am proud that the Board is the most diverse and gender-balanced management board within the firm. A third of its constituents come from our international offices.

The importance of the Supervisory Board cannot be overstated in providing a direct route for partners to access management. It has been my privilege to be its member to help facilitate its activities, allowing for greater transparency in our governance structure overall.

Ramatu: I echo the pride of my fellow Supervisory Board members in being able to represent fellow partners by making suggestions, and feeding back on proposals to ensure the views and concerns of partners are raised early in the decision-making process. It is reassuring to know we are trusted to make a difference. We all feel it is essential for feedback to be given and heard, as I believe that it does help shape decisions, and the process itself helps us maintain an inclusive environment.