Fortune Staff

This year’s Fortune 500 marks the 68th running of the list.

Fortune 500

Key Financials (Last Fiscal Year)

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legacy

Nasdaq

nasdaq

Patrick Elie

Corporate sustainability evolves from measurement to added focus on impact

https://fortune.com/2022/11/14/nasdaq-corporate-sustainability-measurement/

Leo Schwartz

‘I finally found my tribe’: Inside Latin America’s booming crypto testing ground

https://fortune.com/crypto/2022/10/18/i-finally-found-my-tribe-inside-latin-americas-booming-crypto-testing-ground/

Tristan Bove

‘These are very, very serious things’: Jamie Dimon sees a recession coming in 9 months or less

https://fortune.com/2022/10/10/jamie-dimon-recession-six-to-nine-months/

Tech stocks could bounce back by next year, but it will be a ‘volatile ride,’ Citi says

https://fortune.com/2022/10/06/tech-stocks-rebound-2023-citi-fed-interest-rates-economy/

Finding more circular solutions could unlock $4.5 trillion in GDP growth by 2030, so how can companies redesign their business models to complete their transition to the circular economy? Hear more about the ways products are being revamped to prevent waste and recover spent resources.

Report backs: Leading the Circular Economy Transition

Conferences

Finding more circular solutions could unlock $4.5 trillion in GDP growth by 2030, so how can companies redesign their business models

Leading the Circular Economy Transition


Finding more circular solutions could unlock $4.5 trillion in GDP growth by 2030, so how can companies redesign their business models to complete their transition to the circular economy?

Leading the Circular Economy Transition

let's hear from the session on leading the circular economy transition and for that we're going to go to Patrick Alley, co founder of Met Trio and head of corporate platforms, DSG product innovation at NASDAQ Patrick over to you. Yeah, thanks a lot and thanks to Phil who nicely moderated our conference for our panel. That was really interesting, a few takeaways, the first one being that there's many challenges as you saw in all panels, but in a circular economy we had the honor to have Mr McDonough who just left his chair but he was on our our panel and he reminded us that um for circular economy certainly it starts with design, it's really at the beginning of how we think of products that we have to go and really start their everything else should follow afterwards a little bit easier. But really think about it from the design standpoint after that. Maybe think of products as services, that's something that hasn't been done before. And certainly we can do it and see where responsibility is. But instead of software and services, let's think of products and services that could be a way also to change the view on how we not consuming things but how we use things in their life cycle or their circular in the economy. Certainly we will need and we don't like that, but more standards, more frameworks, more regulations, we will need that to move the needle and certainly more um data and understanding data as you said, done with, you know, spoke to 12 of our very important how do we impact, what is the real effect on what corporations are doing? Maybe one last point for sure. The younger generations will be looking at us and that corporations to see where they want to work, where they want to evolve and also what types of products they might not want to consume, but what types of products they might want to use. So this is a huge responsibility, huge challenges. But we have to find a way and I like the word about collaboration. I mean we have to do it all together from all types of industries and throughout the supply chain really, from the beginning of it, how we design products that we think about, how we think about things and the whole infrastructures from corporations, but also municipalities to the end, where do a consumer will put their products on the curve is their way to do it better. So. So yeah, very interesting. But as everybody said, we could take the whole afternoon and perhaps tomorrow and next week to think and talk about it. So thanks a lot

Board member leaders from numerous industries share insight.

Why diversity on corporate boards is a business imperative

Leadership

Why diversity on corporate boards is a business imperative


diversity on corporate boards. Why is it a strategic and a business imperative if you want to have diverse perspectives sitting around a table and you want to draw on those experiences and perspectives to get to a better outcome. The only way you're going to do that is by putting together a table of directors just like you do with your friends. That could bring different insights in different voices into the room. All the data shows that we get better outcomes when we have diversity and when I, you know, use the word diversity, I really think of diversity of thought and perspective and so, you know that generational, yes, that's cultural and ethnic, but gender. You know, so but to really getting to kind of diversity of thought and perspective and experiences and that drives better business outcomes, I think as the the norm become having a diverse, inclusive board and workforce that will only spill over to other uh, private companies as a business best practice. It's like what's a good business board governance practice. It doesn't matter if you publicly traded publicly traded companies are more scrutinized so they have to comply and compliant as you know, consequences. Private companies, you know, can can follow the same standards. The same actions, the same, uh, guidance in order to make sure they are Productive, high performance, desirable company in the Fortune 500 over 70 of directors are still white males At around 25% are female now. So that is great, But less than 10 have any racial diversity. Cultural change is very slow. And so if we don't have incentives, positive incentives to move that along with that along, then that will be very slow. Women bring additional skill sets not only to leadership, strategic leadership but to board um C. E. O. S in the executives. We can see in the C suite, women are good listeners and their collaborators. Um uh and and in terms of the the tumultuous times we live in now, I think their skill sets are much needed. So there are a few challenges that directors really need to look at to further diversify boards. The first one is turnover is swell and while there are board evaluations, column assessments that are done, how effective are they really if they're not really driving internally. So I believe that the key to accelerate turnover is more effective, a bored individual assessment and more candid feedback. The other challenge is also out there, there is a perception that there aren't enough qualified diverse candidates out there still here more often than I'd like, you know, kind of a frustration or a you know, a belief that like the talent's not out there and you really have to stop and you know, you know, correct that really the work is around job design and thinking about the role in a much more holistic way to really kind of step back and think what specifically do we need over this. You know, next several um board slots and then design around that, then that creates More opportunities to think more holistically about the role and when you start doing that, you open up possibilities for who, and how you're gonna look for board members. I think that the corporate boards in 10 years will look a lot different and there will probably be the parody of diversity. We want to see the things that the NASDAQ rules, the things that the California state rules are, are requiring. Now, I think that will happen by virtue of uh, you know, workers and professionals and qualified candidates working their way through the company. Um, and in that career pathway, my prediction for corporate boards is that they will be more diverse than they are today and that diversity will be at an accelerated pace as competitive. There's no question, but I really do believe that the content of the conversations that are having in boardrooms, that the expectations about millennial and gen z employees have, like what customers care about. You know, that that is really starting to take hold um in understanding about, you know, the role of board members, the role of boards, the role of, you know, corporations, um, you know, in ways that, that I really do think you're going to benefit society. That is exciting to me

Adena Friedman joins Fortune’s Most Powerful Women conference. 

Nasdaq CEO on the factors driving the markets

asset prices are just insane right now. We're all seeing our portfolios go north no matter what we invest in it feels like unless it's like oil and gas in some cases. But do you think that we are in a bubble right now? I mean I think that we have to look at all the ingredients that really are contributing to the market valuations. I think first is a true digital transformation of the corporate community and of everyone's lives. All right. So the technologies that are really enabling that bad transition have a long term growth opportunity that is massive and investors are looking for growth, they think they are rewarding growth, the rewarding companies that can deliver that. So I think that that actually really is just driving out the values up because of the opportunity that are in front of those companies. I think that also the monetary policy of the country um has is very accommodating which then is driving a lot more corporate activity. I'm an activity and other things uh the ability to borrow in order to drive and grow your business. Uh So I think that that also is contributing to the levels of of evaluations in the market. Um And then I think that also we have a lot more participants in the market today and we have you know the next generation coming into the market and making making using their money to make an impact. So E. S. G. Investing and those companies that are really helping create a more sustainable world are also getting rewarded. So I think all of those things are kind of combining to create the market valuations you're seeing today. Yeah we'll be even with factoring in the new participants it does still feel like the p ratio was elevated if that is the case right? Do you see something that triggers something level or do you consider this just to be the new normal that we're no longer looking at? We're no longer in our granddad way of investing. And that this idea of value investing, the traditional way of value investing versus growth investing is the new way to go. Well. I mean I think first of all my my father was an investment manager and he always told me that everything reversed the fundamentals. But the fact that the question is what are the fundamentals right? So how are we looking at companies? The companies are going public today are amazing cos I mean they are driving a technological transformation of the economy and so you know that is a 20 year trend. That's not a five year trend. A three year trend that's like a 20 year movement of 20 year trends. So I do believe that investors are very intelligent. They understand what the trends are. They understand how to how to lean in on those trends. And to me I I you know I can't sit there and say what's gonna happen you know if no one is first of all as the webs can happen in the markets. But I can say that these trends are real, and the companies that are coming into the market today are taking advantage of the opportunities that are in front of them, and investors are rewarding them for that.

Nasdaq

Company Information

Key Financials (Last Fiscal Year)

Profit Ratios

Earnings Per Share (Last Fiscal Year)

Total Return