B

When I was named CEO of a global company in 2006, I was determined to run the company so that it would both deliver good short-term performance and thrive in the long term, years after I was gone. It was already in good shape, but I dreamed of creating a defining corporation of the 21st century, proud of its root, yet global and responsible in the shifting times.

For months, I quietly read all I could about the big societal trends influencing business. I walked the market, and examined employees' feedback. I also dug deep into the obligations of public corporations. From all of this emerged a vision for the company that guided us for the next dozen years or so. I called it "Performance with Purpose". The goal was to deliver great financial returns, as we always had, with three additional clear objects: to nourish humanity and the communities, to protect our environment and to cherish our people.

My motivation was wholly to "future proof", or de-risk. And it worked. In my 12 years as CEO, total shareholder return was 149%, and net profit jumped 80%. We cut the salt, fat, and sugar in soda and chips, added more healthful brands and products, and lowered the amount of water needed. We kept innovation going and our design studios won many awards. Our talent academy was so brilliant that nine senior managers left to take CEO jobs elsewhere.

I believe that leaders must think from the future back, even when things are going fine. And we now have a framework to help: the evolving templates (模板) for environmental, social, and governance metrics (ESG衡量标准) that, in essence, serve to de-risk companies and markets. These criteria force discussion of hard truths for anyone with the ambition to stay relevant in the long term. If the metrics are carefully selected, ESG is not contrary to investors' interests. Importantly, de-risking the company actually creates shareholder value.

"Performance with Purpose" presented tough moments for me, including when one investor questioned, "Who do you think you are? A philanthropist ( 慈 善 家 )?"But skepticism faded when a collective mission took hold that included both the bottom line and much beyond. This was my hope from the start.