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Ron Soonieus is a Senior Advisor for Boston Consulting Group’s Social Impact practice. He also serves as Director in Residence at INSEAD, and is a non-executive director at the University of the Arts in the Netherlands.

Ron’s focus and expertise mostly involve integrating sustainability and ESG (environmental, social, and governance) into corporate strategy, governance, and culture. He has worked with clients to fill executive and non-executive boards in sustainability and ESG. Ron works with clients to help them develop a culture of purpose and adopt a sustainable corporate mindset and behaviors.

In his appointment as Director in Residence at INSEAD, Ron researches and teaches about the role of the board in sustainability and ESG.

AREAS OF EXPERTISE

EDUCATION

  • International management and business administration, University of Huddersfield/INSEAD
  • International directors program, INSEAD

HONORS AND AWARDS

Publications and Videos

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Seven Ways to Get Sustainability Incentives Right

Companies are creating leadership incentives to help hit their sustainability goals. To change behaviors and improve their environmental performance, they need the right approach.
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Sustainability Shakes Up the Boardroom

Directors want to integrate sustainability into corporate strategy, but obstacles remain, according to a global survey by BCG, INSEAD, and Heidrick & Struggles.
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10 Ways Boards Can Act in Sustainability

Climate change is at long last on the corporate-governance agenda, according to our research.
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Designing Sustainability Governance

The INSEAD Corporate Governance Centre has developed a new report study to help corporate boards assess and improve their structures and practices for addressing sustainability / ESG.

Socially Transformative Businesses in the Boardroom

In this video, Ron Soonieus, Senior Advisor, articulates the importance of boards putting societal impact at the heart of their strategy.

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Corporate Governance and Sustainability - BHI Podcast

Peter, Ron and Dave reflect on the challenges and opportunities that corporate boards and managers are presented with when establishing sustainability strategy.
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How Boards Can Focus on What Matters in Sustainability

Boards are not carving out time for high-value strategic work when it comes to environmental, social, and governance. And that’s a problem for companies pushing for sustainability.
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Directors Can Up Their Game on Environmental, Social, and Governance Issues

BCG and INSEAD are partnering over the next several years to study how boards are approaching the governance of ESG issues today and how they need to adapt for tomorrow. Read about the inaugural survey results here
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How a Wagner opera explains why I joined BCG

In Wagner’s Opera Siegfried, the eponymous hero forges a sword to replace an old-culture weapon that has shattered. Mime, the greatest blacksmith of the old culture, is incapable of forging this new sword.
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How Corporate Boards Can Get Serious About Sustainability Issues

The idea of sustainability is gaining traction in the boardroom. But a vast gap remains between the few directors who know how to integrate it into the heart of their organization’s activities and the many who are taking a more check-a-box approach.
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What’s Stopping Boards from Turning Sustainability Aspirations into Action?

In this report, we look at how well, and indeed whether, sustainability issues are being understood at board level. Drawing on the BA findings and on 25 interviews with non-executive board members, we focus on three key aspects of the problem: What are boards really saying about sustainability? What are the obstacles to them taking more effective action? What changes should be made by boards so that their companies respond more effectively to sustainability challenges?
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How Board Members Really Feel About ESG, from Deniers to True Believers

Driving sustainable business practices in companies requires involvement from boards of directors. And there is some evidence that sustainability is rising up the board agenda. Many board members today have the right aspirations, but there is a substantial gap between those aspirations and the capacity of their boards and firms to deliver.