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View and Download Session 582 Brochure SALZBURG GLOBAL FORUM ON CORPORATE GOVERNANCE The Courageous Director: Can Corporations Better Serve People, Planet, and Profit? SESSION BROCHURE DATE Session 582 October 5 to 7, 2017 LOCATION Schloss Leopoldskron, Salzburg, Austria PROGRAM DIRECTOR Charles E. Ehrlich Salzburg Global Seminar 2017 PARTNERS & SPONSORS PARTNERS SPONSORS SESSION INFO Please contact: Charles E. Ehrlich Program Director m [email protected] Please visit: m SalzburgGlobal.org/go/582 GENERAL INFO Please visit: m www.SalzburgGlobal.org Session 582 October 5 to 7, 2017 The Courageous Director: Can Corporations Better Serve People, Planet, and Profit? OVERVIEW Cybersecurity breaches, environmental disasters, product MULTI-YEAR SERIES recalls, and poor working conditions regularly spark public SALZBURG GLOBAL FORUM ON outrage against faceless corporations. Even as private sector CORPORATE GOVERNANCE leaders achieve fame by engaging socially and championing The Salzburg Global Forum brands that claim to improve quality of life, consumers, investors on Corporate Governance, and employees increasingly demand that corporations act in launched in 2015, facilitates ways beneficial to society. Looking forward, boards of directors critical thinking about changing will need to remain ahead of rapidly-evolving trends and regulatory and economic address deceptively simple questions. What does the company environments, comparative seek to achieve, and where does it see its place in society? practices, and the roles and duties of directors. It convenes Corporate governance implies ethical leadership through ensuring accurate an annual high-level meeting reporting, sustainable finances, delivery of long-term strategic goals, good to focus on key trends and risks relationships with consumers, regulators, and stakeholders, and a safe and in long-standing corporate functional work environment. Failures of governance impact shareholder governance practices in multiple value by harming brands, profits, and ability to plan for the future. New jurisdictions at a time of rapidly technologies and disruptors are running ahead of legislators. The more that shifting societal expectations corporate scandals trigger regulatory responses, the more money and board and political pressures. By time is eaten up by reactive compliance at the expense of strategy, without providing a neutral setting for necessarily showing a return in better or more ethical performance. Less cross-cutting conversation diverse boards may miss new perspectives, trends, and risks entirely. across national boundaries on practical standards, Courageous directors, many with their roots in entrepreneurship, have expectations, and opportunities, unprecedented opportunities to serve as global influencers to remain the Forum enables candid connected to their communities and popular opinion. The private in-depth exchanges among sector will have a pivotal role to play in achieving the UN’s Sustainable participants to advance Development Goals by 2030. This can turn a profit and create new jobs – understanding of corporate best building new and better technology, financing projects to optimize human practices and devise concrete potential or build infrastructure, opening new markets, and maximizing recommendations. use of scarce resources or devising new ones. Successful and diverse boards can realize this potential and contribute to better governance, better returns, and better social behavior through institutionalization of global trends, ability to measure and determine exposure to risk (including social and economic factors), and communicating objectives internally and externally. This third session of theSalzburg Global Forum on Corporate Governance will explore the role of the corporation as a good citizen, while assessing techniques to keep boards of directors alert, active, and effective in meeting their fiduciary duties in the current and future landscapes. It will explore how directors might emerge as the global thought leaders, to ensure multi national corporations can succeed both in achieving profit and in satisfying conflicting demands of the jurisdictions and societies in which they operate. Salzburg Global Seminar SESSION FORMAT RELATED SESSIONS Participation in the session in Salzburg each year is capped at 40 people, to enable an intimate setting and to facilitate The Corporate Balancing Act: networking and conversation. How Can Directors Manage Conflicting Pressures? The highly-interactive program takes place in plenary and breakout sessions (September 29 to October 1, 2016) without any speakers, panels, or formal presentations. m SalzburgGlobal.org/go/567 Small group discussion allows for intense exploration of specific aspects of Corporate Governance in the the general themes, returning to the plenary to refine conclusions. Reading Global Economy: materials, accompanied by key questions, are distributed to participants in The Changing Role of Directors advance. (October 1 to 3, 2015) m SalzburgGlobal.org/go/550 Session 582 October 5 to 7, 2017 The Courageous Director: Can Corporations Better Serve People, Planet, and Profit? PARTICIPANT PROFILE The Forum engages an inter-generational group of ADVISORY COMMITTEE participants, who come together as equals, representing a range of expertise and geographic specialization. ROBERT H. MUNDHEIM Of Counsel to We seek participation by: Shearman & Sterling; • Directors of corporations organized and operating in various former General Counsel, US Treasury; jurisdictions Trustee, • Senior managers American College of Governance Counsel, USA • Judges, regulators, and policymakers • Lawyers JOHN J. CANNON III Chair, • Academics Corporate Governance Advisory Group, • Fund managers Shearman & Sterling, USA • Representatives of key civil society interest groups. CHRISTOPHER F. LEE Of the 40 participants, 8-12 will come from the next generation of leaders Independent (under 45). Board Director, Matthews Asia Funds, Hong Kong, China/USA Since its inauguration in 2015, the Salzburg Global Forum on Corporate has welcomed participants from 22 countries: Governance SIMON M. LORNE Vice Chairman & • Australia • Japan Chief Legal Officer, • Austria • Mexico Millennium Management; • Brazil • The Netherlands Director, Teledyne Technologies, USA • Canada • Norway • China • Romania MELISSA OBEGI • • France South Africa Asia General Counsel, • Germany • Spain Bain Capital Asia, • Greece • Sweden Hong Kong, China/USA • India • Switzerland • Israel • UK • Italy • USA Salzburg Global Seminar KEY QUESTIONS TESTIMONIALS Over the course of the two-day program, participants will In one sentence, how did you address the following issues: describe this session to your colleagues when you went back The corporation as a good citizen to the office on Monday? • What is the role of a corporation and where is its place in society? • “A refreshing external What defines how a good corporate citizen acts: legislation? governing perspective that helps validate documents? public pressure? Should the board have the leadership role? what we are doing well and • Can good citizen behavior further the long-run profitability or strategic challenge us on areas where we market advantage of a corporation? could do more.” • Can corporations take the lead on issues of public concern, before PARTICIPANT FROM USA scandals or imposed regulatory regimes arise? If so, how can Session 567, 2016 corporations best communicate their objectives to the public? “A thought-provoking and Controlling corporate behavior instructive discussion with • How can a company know whether the tone at the top has penetrated to leaders in their fields about how the bottom? to improve board governance • How can a corporation control, measure, and mitigate different risks and performance to equip them (including financial market, operational, legal and compliance, security, to address increasingly complex and reputational risks)? and diverse demands.” PARTICIPANT FROM • Who should be held accountable when there is damage to customers, HONG KONG shareholders, the company, or others? Session 567, 2016 • Is whistleblowing viable or effective in all national and cultural contexts? Should governments encourage whistleblowing? “An incredibly enriching • experience where you are able What disciplinary actions, criminal or civil, should public authorities to engage in open dialogue and take against the company, against directors, against management? What learn from worldwide experts remedies are appropriate? about the most pressing issues • How should companies engage with regulators when working in grey of corporate governance.” areas? Is it better to be cautious or to exploit new openings? PARTICIPANT FROM MEXICO • Should firms offer products or services before there is clear regulatory Session 567, 2016 guidance? Do ethics play a role? Session 582 October 5 to 7, 2017 The Courageous Director: Can Corporations Better Serve People, Planet, and Profit? KEY QUESTIONS (CONTINUED) The role of shareholders in corporate governance SESSION REPORTS • Where do shareholders have a specified role in different jurisdictions? • Will technology facilitate greater shareholder involvement in governance decision-making? • Does the growing presence of institutional investors portend significant change in the operation of corporations? • Can shareholder demand for board accountability have more impact than new regulatory frameworks? • What role should controlling shareholders play? What duties do they have to minority shareholders and other stakeholders?
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