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 company’s brand and enterprise value. As today’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
1 Skill Fellowship Credit(s)
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 Counsel’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.
1 Collaborative Credits
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 company’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 “litmus test†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 – and complicated! – issue.
1 Collaborative Credits
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.
1 Collaborative Credits
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.
1 Collaborative Credits
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.
1 Collaborative Credits
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.
1 Collaborative Credits
"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?"
1 Collaborative Credits
Event File Attachment:
pdf Company Culture and Governance Slide PresentationJoin NACD Philadelphia, Barley Snyder Attorneys at Law and Fulton Financial Corporation for a complimentary lunch discussion on Risk Management and Cyber Security on Thursday, October 19, 2017 at Lancaster Country Club.
1 Collaborative Credits
Boards today need to bring new directors up to speed quickly on the organization's management team, operations, finances, and culture. This acclimation requires a well-planned and executed onboarding process.
1 Collaborative Credits
The governance of healthcare organizations presents special challenges for boards. For starters, the public's health and well-being are often involved, heightening the board's risk oversight role - including for reputation risk.
1 Collaborative Credits
Did you know?
-By 2055, the U.S. population will not have a single racial or ethnic majority?
-Hispanics, Asians and African Americans lead the demographic shift.
-The US population is getting older and living longer.
-43% of Millennials (anyone born after 1980) are non-white.
-This generation is more diverse, more educated and highly innovative.
-Women will control two-thirds of the consumer wealth in the U.S. over the next decade.
-Recent studies indicate that companies whose boards have 3 or more women produce higher compounded annual growth rates.
What do Punnett squares, the British Army during the American Revolution and Snap Inc's IPO tell us about the future Board composition of Fortune 500 companies?
Attend this NACD program to learn about current trends and thinking about diversity in the Boardroom through a lively discussion with an expert panel. Is your board operating in the 21st Century?
2 Collaborative Credits
Open/Joint Meeting with the NACD NJ Chapter - In Conversation with Denise Morrison, CEO of Campbell Soup Company Building the Strategic Asset Board: Focus on the 2016 NACD Blue Ribbon Commission Report The environment in which boards operate today has fundamentally changed, and is likely to continue to change rapidly in the future. Join us for a rare opportunity to hear from one of New Jersey's leading chief corporate executives, Denise Morrison, CEO of Campbell Soup Company. Featured topics expected to be discussed will include communications among the CEO, the Board, and investor activists; moving the needle on diversity; and highlights from the NACD Blue Ribbon Commission report on Building the Strategic-Asset Board. You don't want to miss it!
2 Collaborative Credits
Boards have a critical role in creating executive compensation that will both attract and retain key talent, and ensure that this substantial and visible company expense is aligned with company strategy.
1 Collaborative Credits
While executive managers, and especially CEOs, get most of the credit for their companies' successes, the contributions of boards of directors are integral to the success of any company and should not be overlooked. Here is your opportunity to give that board member the recognition they deserve.
Crises and distress - whether financial, operational, legal/regulatory and/or reputational - present special challenges for boards of directors.
1 Collaborative Credits
Serving on the board of a nonprofit organization can be a highly rewarding experience. But it's a responsibility that shouldn't be taken lightly.
1 Collaborative Credits
Many executives view board service as a potentially valuable addition to their experience, and believe they have much to offer a boardroom. Whether as an enhancement to their current role, or as a next phase of their career, board service appeals to many business leaders. Yet getting on a corporate board still seems like a black box exercise at times, and many executives are not sure how to geton the prospective director radar screen. This panel discussion, featuring three local executive search leaders, will shed some light on how to position yourself for board service, the skills that are in demand on boards today, and the critical elements to becoming a successful director.
1 Collaborative Credits
Please join the Philadelphia Chapter of NACD for its first ever event in Delaware. In this "fireside chat" format, Rafael X. Zahralddin-Aravena of Elliott Greenleaf will interview former Chief Justice Myron T. Steele of the Supreme Court of Delaware on the key issues in corporate governance. This event is complimentary.
1 Collaborative Credits
Please join us as we review the latest litigation and enforcement threats against directors and officers, and describe how insurance policies are - or are not - adjusting to address them.
1 Collaborative Credits
Event File Attachment:
pptx NACD-Philadelphia Chapter-Director Liability 11-15-16 Final