Investors, regulators, governments, customers and employees are increasingly pushing companies to increase the diversity of their Boards. And with good reason – not only is this the right thing to do, but the business benefits to having more diverse voices around the table are clear. However, many firms are still struggling to increase diversity on their Boards – and even those who have appointed more diverse Board members find it difficult to move beyond tokenism to harness the benefits of truly inclusive, diverse leadership. We will explore what is getting in the way of Board diversity, and what can be done to accelerate change.
Companies are facing increasing pressure from investors, customers, regulators to address and manage ESG (Environment, Social and Governance) in a stronger way. As communities, economies, firms, and in some cases family and friends, struggle with the Covid pandemic, many companies have had to shift priorities. At the same time society is becoming more awake to systemic race and gender issues that have hindered equal opportunity. And the juggernaut coming in our direction is the issue of climate change – with many countries, cities and companies making “net zero” pledges and commitments to the Paris Agreement and regulatory action also driving the need to act to respond to climate challenges. And yet in the midst of all these challenges there is opportunity for companies who are able to focus and integrate ESG into their strategy and operations, and be able to communicate this with conviction.
The pandemic has tested the quality and strength of the relationship between the Chair and the CEO and more broadly between the Board and members of the Executive leadership team like never before. The treats to sustainability, the high volume of issues Boards and their executives have had to deal with and the very different ways in which they have had to work together over the last year have placed extraordinary pressures on these vital relationships. In this highly participative session we will focus on three aspects of the Chair and CEO and the Board and Executive relationship.
In recent years, the European Union has sought to implement many improvements in corporate governance matters and in the transparency of directors’ remuneration packages. It is known that European legislator has been working towards improving a culture of good governance of remuneration in order to avoid a repeat of the situations and practices that previously compromised the “health” of listed companies and had such a negative impact on the economy. In order to improve remuneration systems and governance, one of the measures the Directive introduced was the “say on pay” reforms. These new rules encourage more transparency and accountability around directors’ pay by giving shareholders the right to know, and to infiuence, how much a company’s directors are paid. ESG compliance involves an increase in disclosure requirements relating to human capital, which is prompting boards to consider exercising better oversight and governance processes on such issues as inclusion and diversity ll&D), pay fairness and culture. In this workshop we will explore the regulatory landscape with regards to directors’ remuneration as well as the investors view. We will share Willis Towers Watson insights and the best practices in Europe.
Tumultuous 2020 with the Covid-19 pandemic, has enormously impacted most organizations’ culture and strategies by transforming and challenging the current workplace on a global level. This new reality, has also had a seismic effect on the way in which many Boards and executive teams think about, develop and determine what cultures and strategies they want as well as how they bring about change. The goal remains the same: to focus on improving corporate governance and reinforce effectiveness. This workshop will explore how things are changing and what Boards might do to adapt to the new challenges and build towards a successful future.
Stepping out of the shadows and into the role of Chief Governance Officer; a discreet but powerful role. Effective corporate governance is extremely important for all organizations in the digital era. Good corporate governance is an evolution, not a destination and the Company Secretary holds a crucial role as a liaison between the Board and management. The Company Secretary has a vital part to play in the development of corporate strategy. One thing is for sure, the role of the Company Secretary is evolving away from a statutory compliance/minute taking function. In this Workshop we will share insights on this changemaker role and will explore how things are changing and how companies and Company Secretaries globally might adapt to the new opportunities.
Recent events have changed the world of business, and in particular the governance of companies by boards dramatically, some would say irrevocably. It is normal to hear phrases such as “the new normal.” McKinsey claim that no board members have previously lived through a period of such great uncertainty. This workshop will consider how the role of the NED will have to adapt this new environment.
This highly participative session will focus on maximizing Board performance by looking at the characteristics of high performing boards in terms of Purpose, People and Process. It will look at the latest trends in best practice for composing and running boards including decision making and diversity as well as how the pandemic has affected how boards operate in practice.
The event is addressed to board members who wish to gain insights on how to create sustainable improvement in board effectiveness.