Copperbelt Energy Corporation (CEC) Plc Chief Financial Officer, Mutale Mukuka, has called on corporate boards to adopt a more progressive and strategic approach in order to drive sustainable growth, strengthen ethical leadership, and enhance organisational competitiveness.

Speaking at the 2026 Institute of Directors Corporate Governance Conference held on 15 April 2026, under the theme “Redefining Board Leadership: From Passive Oversight to Strategic and Innovative Transformation,” Mukuka emphasised the need for boards to move beyond their traditional oversight role and become active drivers of organisational success.

He noted that high-performing boards are those that go beyond reviewing historical performance, and instead engage meaningfully with strategy, influence organisational direction, and prioritise long-term value creation.

Mukuka stressed that ethics remain the cornerstone of effective corporate governance, underscoring that strong ethical leadership and robust governance frameworks are critical in building investor confidence, lowering the cost of capital, and sustaining stakeholder trust.

“The tone set at board level ultimately defines organisational culture and underpins sustainable success,” he said.

He further highlighted that sustainable growth must be deliberate and disciplined, with boards playing a central role in setting strategic priorities, allocating capital efficiently, and proactively responding to market shifts.

On board composition, Mukuka underscored the importance of diversity and independence, noting that a broad range of perspectives – combined with constructive challenge – is essential for sound decision-making and for mitigating the risks of groupthink.

Addressing common governance weaknesses, he cautioned against pitfalls such as overconfidence, insufficient challenge, and information overload, which can undermine board effectiveness. He also emphasised the importance of robust succession planning to ensure leadership continuity and organisational resilience.

Mukuka added that competitive success is not incidental, but the outcome of deliberate and
effective governance. He encouraged boards to create enabling environments that support talent development, digital transformation, and innovation, while maintaining a careful balance between short-term performance and long-term sustainability.

In conclusion, he reiterated that sustainable success lies in the integration of strategy, performance, and ethics, noting that long-term value creation is ultimately anchored in strong and forward-looking governance.

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