It is becoming more complex for investors, boards of directors, and executive management to stay agile in the market and navigate their organizations through uncertain and dynamic times. Today, tried-and-tested business models are suddenly disrupted, markets and competition are becoming more digital and global, and the interests of various stakeholders often diverge.
Good corporate governance becomes increasingly important for building trust. It is not only important what companies do but also how and why they do it. Company culture, in particular the tone at the top, strongly influences governance to maximize performance excellence, to mitigate risks, and to take advantage of opportunities.
At 2bridge, we act as an independent sparring partner for medium to large listed and family-owned companies. Our services build on over 20 years of international experience, insights and leadership. We support investors, boards of directors and executive management to tailor their organizations’ corporate governance to the changing environment and to stay fit for the future.
Today’s rapidly changing environment requires companies to adjust their corporate governance to stay agile for the future. 2bridge supports investors, board members and executive management to address questions such as:
- How do the rapidly changing market conditions influence the appropriate governance of your organization?
- How do we bridge differences and align the interests of various stakeholders in the best interest of the company?
- What competences and diversity do the board of directors and management team need to be ready for the future?
- Are board oversight and executive management engagement robust enough to ensure compliance is upheld and risks minimized, particularly around new risks like cybercrime?
We support companies in tailoring and realizing benefits of good corporate governance to:
- build trust and strengthen their reputation with all stakeholders
- ensure appropriate checks and balances are in place to mitigate risks and take advantage of opportunities
- increase transparency
- improve efficiency
2bridge strives for continuous improvement and thought leadership in corporate governance, and our services include:
- acting as an independent sparring partner for investors, board members and executive management
- board memberships in listed and privately held companies
- lectures and workshops
We focus on medium to large listed and family-owned companies in industries we are passionate about and where we have extensive international experience, namely:
- retail and consumer
- industrial production
- professional services
Cornelia Ritz Bossicard is the founder and owner of 2bridge AG. She serves on a variety of Boards of multinational companies, including Valora Holding AG, Ferguson Finance (Switzerland) AG and Confiseur Läderach Holding AG. She is the president of swissVR, one of the leading associations for Swiss Board members and presides the Board of the Swiss-American Society. Further, she is a member of the foundation board of the Cäsar Ritz Foundation and a guest lecturer at various business schools.
Prior to founding 2bridge AG, Cornelia Ritz Bossicard had worked as an audit director and senior advisor with one of the Big Four accounting firms, both in Switzerland and the Silicon Valley. Cornelia has over 23 years of international experience as Director and senior advisor to executives and board members of companies ranging from start-ups to multibillion-dollar multinationals in the technology, industrial products, retail and consumer, wholesale, and professional services industries. She has lived and worked in Switzerland, the United States, Europe and Asia.
Her educational background includes studying Business Administration at HEC Lausanne, Switzerland, and the Freie Universität Berlin, Germany, and obtaining a Master of Science in Business Administration. In addition, she is qualified as both a Swiss Certified Accountant and a US Certified Public Accountant. She regularly attends board of directors training and continuing education at various business schools. She is fluent in German (mother tongue), English, and French, and she also speaks Italian.
At 2bridge we value
- Teamwork: The best solutions come from working together as a team. Effective teamwork requires respect, sharing, and accountability.
- Leadership: Motivated people lead organizations to their success. Leadership demands vision, resilience, and integrity.
- Agility: Staying agile in uncertain and dynamic times is key to success. Diversity, hard work, and continuous learning are key to staying agile for the future.
Being connected is important for our clients and us. That’s the reason 2bridge collaborates with a strong network of highly experienced experts and why we are members of a number of associations and organizations, including:
- swissVR (www.swissvr.ch)
- Swiss Institute of Directors (www.siod.ch), which is part of the Global Network of Director Institutes (GNDI) (www.gndi.org)
- SwissBoardForum (www.swissboardforum.ch)
- Women Corporate Directors (www.womencorporatedirectors.org)
- National Association of Corporate Directors (NACD) (www.nacdonline.org)
- Swiss-American Society (www.swiss-am.net)
- Swiss American Chamber of Commerce (www.amcham.ch)
- Schweizerische Management Gesellschaft (SMG) (smg.ch)
- EXPERTsuisse: The Swiss Expert Association for Audit, Tax and Fiduciary (www.expertsuisse.ch)
- American Institute of CPAs (AICPA) (www.aicpa.org)
- California Society of CPAs (CalCPA) (www.calcpa.org)
Here is a selection of publications by, with, or about 2bridge and Cornelia Ritz Bossicard.
Offene Unternehmenskultur ist für Verwaltungsräte wichtiger für den Erfolg als Compliance und Risikomanagement, Organisator Februar 2019
Digitalisierung ist Top-Thema der Schweizer Verwaltungsräte, netzwoche Februar 2019
Warum Unternehmenskultur zählt: Für Verwaltungsräte hat das Thema grosse Bedeutung - als Wettbewerbsvorteil und als Erfolgsfaktor / Why corporate culture matters, Finanz und Wirtschaft Februar 2019
Warum Sie digitale Kompetenz im Verwaltungsrat dringend brauchen, InnoActvide Januar 2019
Non-executive directors – responsibility means trusting and questioning, PwC Disclose September 2018
Verwaltungsräte – Verantworten heisst vertrauen und hinterfragen, PwC Disclose September 2018
Les administrateurs – la responsabilité repose sur la confiance et la remise en question, PwC Disclose September 2018
Verwaltungsräte erhalten Lohn meist als Pauschale, swissVR, Deloitte, HSLU, 26. August 2018
Cornelia Ritz Bossicard, President of swissVR, comments in the Sonntagszeitung on collective failures on the boards of directors, Sonntagszeitung, 1. Juli 2018
Die einsamen Präsidentinnen, Sonntagszeitung, 10 September 2017
En Suisse, seules 5% de femmes sont présidentes d'un conseil d'administriation, Le Matin Dimanche, 10 September 2017
Speeches & Workshops (upcoming events)
Seminar Leistung und Entgelt des Verwaltungsrats: Fettnäpfchen und Stolperfallen in Bezug auf Sozialversicherungen und Steuern, Dezember 2019
Lucerne University of Applied Sciences and Arts, Institut für Finanzdienstleistungen IFZ
Fachrat CAS Verwaltungsrat / Member of Advisory Council CAS Board of Directors
ZfU - Zentrum für Unternehmensführung, International Business School (ZfU)
Das Verwaltungsrats-Seminar Advanced: Strategische Neuausrichtungen / Strategic Transformations
The swissVR Monitor is a survey conducted jointly by swissVR, Deloitte and the Lucerne University of Applied Sciences and Arts. For each issue, over 340 members of Boards of Directors across Switzerland are surveyed. The findings are therefore an excellent reflection of their attitudes to the economy and the outlook for business and relevant areas of their own role.
swissVR Monitor I/2019: Corporate culture as a competitive advantage
A strong and open corporate culture is more than just a competitive advantage: Swiss board members view it as one of the key drivers of business success. According to the latest swissVR Monitor, they rate culture among their top 10 issues to watch – even placing it above compliance and risk management. As they themselves are not involved in the day-to-day business, board members primarily rely on employee surveys and site visits to help them evaluate the culture within their own company. According to the swissVR Monitor survey, the behaviour and communication style at top management level has the biggest impact on corporate culture – for better or for worse.
swissVR Monitor II/2018: Remuneration of Board members
Two-thirds of Board members believe that the time they spend on their mandate is a key criterion for determining their remuneration. And, just under half believe that the scope of the responsibility and the risk they take should play a part in determining their remuneration. The findings of swissVR Monitor II/2018 also show that there is wide variation between Board members in both time commitment and remuneration.
The most important results of this swissVR Monitor are discussed by Cornelia Ritz Bossicard, President of swissVR, and Reto Savoia, Deputy CEO of Deloitte Switzerland in this video.
Previous swissVR Monitors are available on the swissVR website.more
SIX Exchange Regulation
SIX Exchange Regulation on Corporate Governance, April 2017
Issuers of equity securities with their primary or main listing on the SIX Exchange must provide in their annual reports specific information on management and control at the highest level of the company (corporate governance). The information to be published can be found in the Directive Corporate Governance (DCG).more
Swiss Code of Best Practice
Swiss Code of Best Practice for Corporate Governance, February 2016
The Swiss Code of Best Practice for Corporate Governance (Swiss Code) was updated by economiesuisse in February 2016.
The Swiss Code addresses the situation in Switzerland with its characteristic mixture of large, medium and small public limited companies. The Swiss Code is intended as a list of recommendations using the “comply or explain” principle for Swiss public limited companies and may also serve as guidance to private companies.
Corporate Governance is regarded as a guiding principle and encompasses all of the principles aimed at safeguarding sustainable company interests. While maintaining decision-making capability and efficiency at the highest level of a company, these principles are intended to guarantee transparency and a healthy balance of management and control.
OECD Principles of Corporate Governance endorsed by G20, November 2015
The OECD Principles of Corporate Governance are recognized worldwide as an international benchmark for good corporate governance. The G20/OECD Principles of Corporate Governance were endorsed at the G20 Leaders Summit in November 2015.
Good corporate governance is not an end in itself. It is a means to support economic efficiency, sustainable growth, and financial stability. It facilitates companies' access to capital for long-term investment and helps ensure that shareholders and other stakeholders who contribute to the success of the corporation are treated fairly.
Guiding Principles for Cybersecurity Oversight, November 2015
The Global Network of Director Institutes (GNDI) issued the “Guiding Principles for Cybersecurity Oversight” in November 2015. This paper describes the global perspective of GNDI on the role of the board in cybersecurity oversight. The ultimate goal of any board’s oversight will be “cyber resilience,” i.e., the ability of an enterprise to anticipate, withstand, recover from, and evolve to improve capabilities in the face of adverse conditions, stresses or attacks on the supporting resources it needs to function.more
Speeches & Workshops (past events)
Fabrikgespräch maxon motor AG
Fabrikgespräch: Führung in der digitalen Welt: was tun - was lassen, Februar 2019
Grass & Partner, Zurich
Grass Lunch-Event: Einblicke in die Karriere einer Verwaltungsrätin, November 2018
"Growing on the path to leadership" - women's power-lunch keynote, November 2018
VR-Symposium, Schweizerisches Institut für Klein- und Mittelunternehmen an der Universität St. Gallen (KMU-HSG) und OBT
International Corporate Governance Network (ICGN)
ICGN Annual Conference Milan 25-28 June 2018: Panel discussion on "Fiduciary duty in challenging times", June 2018
IMD Alumni Club of Switzerland, Zurich
Panel discussion on "Being/becoming a board member: chances, risks and opportunities", November 2017
Corporate Reporting event: Corporate reporting: the role and the view of the board of directors, November 2017
Lucerne University of Applied Sciences and Arts, Institut für Finanzdienstleistungen IFZ
Seminar für Sekretäre des Verwaltungsrates: Arbeitsweise und Wirksamkeit von Audit Committees / Audit Committee effectiveness, March 2017
2bridge AG, Hohfurenstrasse 6, CH-8610 Uster
Cornelia Ritz Bossicard
Company number: CHE-255.091.970
Conception, design and realization
A4 Agentur AG, Grundstrasse 14, CH-6343 Rotkreuz
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