*Please note a 10–minute break has intentionally been added between each session.
If your board still treats ESG as just a package of “check-the-box” feel-good initiatives, it’s time to dig deeper and make it about performance. We’ll talk with some of the most engaged investors leading this change, as they make the case for how your environmental, social and governance practices can be a true engine of growth and hear how they are engaging with boards on the topic of purpose. Being prepared for shareholder engagement season starts now.
TCFD, SASB, NFRD, CSRD, ISSB, SFDR, IIRC, GRI, G7 – how many of these acronyms can you explain? In this rapid-fire session, we’ll provide a high-level overview of the various global entities and disclosure frameworks driving the evolution of ESG disclosures. Gain the intelligence you need to better understand the sustainability reporting ecosystem, and the business dimensions of each, so you can make more informed decisions around your disclosure efforts.
How are high-performing boards structuring and operationalizing ESG oversight at the board and committee level? Does your board have the necessary expertise and skills to oversee ESG risks and opportunities? We’ll gather a panel of veteran directors to explore how boards are rethinking committee structure, meeting agendas, board composition and performance in response to addressing new ESG considerations and stakeholder expectations.
We’ll break into small groups for interactive discussions with fellow directors. Bring your biggest ESG oversight questions to the table!
Many boards find themselves debating how they can better bind their executive incentives to their strategy and mission. But even with clear objectives, it can be difficult to measure ESG-related outcomes in a non-subjective way that meaningfully aligns pay with performance. We’ll explore how boards are effectively integrating non-financial metrics into short- and long-term incentive plans in a way that provides both rigor and clarity.
Is there a business case for an organizational purpose other than shareholder value maximization? If such a purpose can actually contribute to rather than interfere with value creation, what are the roles and responsibilities of board members in forging a link between purpose and profit? This session will offer a novel perspective on these questions to help your board connect stakeholders’ values and shareholder value.