For many start-ups, especially those in high-growth tech and life sciences sectors, the corporate governance playbook is often neglected, and viewed as a practice reserved for large, public companies. Thorough and deliberate governance decisions and documents are crucial to any company from the outset, defining the authority, roles and timing of key business decisions.
Join the NACD Philadelphia Chapter to discuss important steps in the creation of a robust governance plan, how to seek out those positive qualities of successful directors, and ways that a strong corporate governance plan can positively affect the companyâ€™s bottom line and future growth.
Cybersecurity is at the forefront of every director's mind, as greater pressure to oversee this rapidly changing set of risks has been added to the board's responsibilities. Are you familiar with cybersecurity operations and how to assess the associated risks? How are cybersecurity practices defined in your organization, and how does this relate to the company's value? Is the board familiar with the critical operations that could be impacted by a cyber incident, and to what extent should the board be involved with cyber-risk oversight?
Join the NACD Philadelphia Chapter to discuss risks to a company's cybersecurity environment, key internal and external threats, and walk away with a list of cybersecurity and risk management initiatives that every director should consider.
In an era of near-instantaneous news reporting and ever-present telephone video cameras, companies have little time to respond to a crisis which can arise quickly from a wide range of sources, such as an information security breach, a compliance issue, or even a customer service episode. Unless a company is well prepared, irreparable harm can occur to the companyâ€™s brand and enterprise value.
As todayâ€™s headlines attest, reputational risk has become a key risk factor for companies large and small, requiring oversight by boards of directors, as well as corporate counsel. Do you know what your role is and are you prepared to manage this risk proactively?
Join NACD Philadelphia and ALI CLE for this informative and enlightening webinar.
Coupon codes for special NACD members and friends registrants:
NACD1 - $29 for NACD members
NCD2 - $79 for NACD friends
In recent years since the 2008 financial crisis, the legal environment of corporations has changed significantly, namely with regard to increased regulation, technology advances, globalization and more. Increasingly, General Counsel has a seat at the governance table, to avoid corporate legal mistakes. Determining General Counselâ€™s level of independence, reporting structure, resources and remuneration are as important to their function as the decisions it makes.
Join NACD Philadelphia as we discuss the benefits, best practices and procedures for including General Counsel in the boardroom.
With our country in a period of political polarization not seen perhaps since the years of the Vietnam War, the utterances of a senior executive as well as his/her participation on a politically sensitive advisory board or other activity, which may formerly have been fairly innocuous, can take on an outsized importance and have potentially serious consequences for a companyâ€™s brand, relationships with customers, vendors and employees, and its enterprise value. In addition, the erstwhile noncontroversial policies of a company about how to conduct its business may touch upon â€œlitmus testâ€ issues that can be political landmines.
How can boards deal proactively with these sensitive issues, and what principles should guide them? How do company codes of ethics, whistleblower hotlines, and other tools of management and governance relate to these issues? Join our panel of experts as we explore an extremely topical â€“ and complicated! â€“ issue.
March 13, 2018
March 13, 2108
· Philadelphia, PA
In an era of increased shareholder engagement and activism, companies must prepare to be more transparent than ever. Combined with increased special situations, such as mergers and acquisitions (M&A), crises and / or leadership changes, this new era forces companies to maneuver through uncharted environments to effectively communicate and interact with their shareholders.
Join us as we present all sides of the shareholder engagement issue, and discuss such topics as Corporate Social Responsibility (CSR), mediums of communication, financial reporting and more.
One of the key roles of the board of directors is the oversight of the management of risk. There are no businesses without risk, and so its management involves a continuous effort to identify and mitigate risk (where cost-effective to do so), and monitor both the mitigation progress as well as the identification of any new risks, which can emerge quickly, often alongside mergers and acquisitions, technological advances, product and market launches, etc. Boards have a responsibility not only to learn about the risks faced by the company, but to help ensure that management is effectively dealing with them.
Our panel of experts will discuss these and other topics related to oversight of risk management, such as what type of information about risk management should the board receive, and whether outside advisors can assist the board in discharging its responsibilities. Join us for a timely discussion on the board's role in oversight of risk management, and ways to better perform that role.
Governance of privately-held and family-owned companies can present unique challenges. While the fiduciary obligations of board members are the same as for publicly-held companies, governance in private and family businesses is often not nearly as strong as for public companies, which misses a valuable opportunity to reduce risk and increase value.
Join us for a timely discussion on governance as it pertains to family-owned and privately-held businesses.
Historically, boards of directors simply reacted to management's submission of a strategic plan--if one was submitted at all. They had little opportunity to provide input on its formulation or to work with management to explore strategic alternatives, the implications of each strategic alternative for resources required, the risk involved, etc.
"Culture eats strategy for breakfast" is a well-known quotation often attributed to Peter Drucker. Increasingly, we hear about companies with iconic brands--Wells Fargo, GM, United Airlines, Volkswagen, and the list goes on getting into difficulties that evoke the question, "How did the culture of the company ever permit such behavior?" and, more relevant for directors, "where was the board?"