CEC Calls for Stronger, More Strategic Boards to Drive Sustainable Growth and Governance Excellence
Copperbelt Energy Corporation (CEC) Plc Chief Financial Officer Mutale Mukuka has called on corporate boards to adopt a more progressive and strategic approach to leadership in order to strengthen governance, drive sustainable growth, and enhance organisational competitiveness.
Speaking at the 2026 Institute of Directors Corporate Governance Conference held on 15 April under the theme “Redefining Board Leadership: From Passive Oversight to Strategic and Innovative Transformation,” Mr Mukuka said boards must evolve beyond traditional oversight roles and become active drivers of organisational success.
He noted that high-performing boards are those that engage directly with strategy, influence organisational direction, and prioritise long-term value creation rather than focusing solely on historical performance.
Mr Mukuka stressed that ethics remain central to effective corporate governance, adding that strong ethical leadership and robust governance structures are essential for building investor confidence, reducing 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 emphasised that sustainable growth must be intentional and disciplined, with boards playing a key role in setting strategic priorities, allocating capital efficiently, and responding proactively to market dynamics.
On board composition, Mr Mukuka highlighted the importance of diversity and independence, noting that a broad range of perspectives, combined with constructive challenge, is critical for effective decision-making and reducing the risk of groupthink.
He also cautioned against common governance pitfalls such as overconfidence, weak scrutiny, and information overload, which he said can undermine board effectiveness. He further highlighted the need for strong succession planning to ensure leadership continuity and organisational resilience.
Mr Mukuka added that competitive advantage is not accidental but the result of deliberate governance practices that foster innovation, talent development, and digital transformation, while balancing short-term performance with long-term sustainability.
In conclusion, he reiterated that lasting success depends on the integration of strategy, performance, and ethics, noting that sustainable value creation is anchored in strong, forward-looking corporate governance.
