Day Two - 2 December 2021
|08.45||Networking, roundtables, and exhibition area open|
|09.15||Opening remarks and recap from day one|
Mission, values, purpose – and change
Mission, purpose, values – every organisation has them, but not every organisation lives by them. In an era where consumer and stakeholder values are changing swiftly and profoundly, making sure that values are in alignment across what are large, complex organisations can be a major challenge. In this case study, we look at some very practical steps one organisation has taken to ensure that the values of the group were brought to life at all levels of the organisation.
Francesca Fossey, Client Company Secretary, TMF Group Fund Services (Guernsey) Limited
Natasha Mudhar, Founder, Sterling Global & The World We Want
Cerian Tahany, Senior Manager Corporate governance, Fisglobal
Case study: Integrating subsidiaries after M&A
For every merger or acquisition that’s successful there are twice as many that fail. So what do boards need to consider when integrating a new subsidiary into the group? How agile must both parties be to ensure as painless a transition as possible? How to overcome conflicts between the different parties’ interests? And what sort of problems typically get overlooked? In this session we draw upon some practical examples of M&A activity in the real world.
Victoria Hart, Head of Secretariat, Shawbrook Bank
Choice of streams:
Case study: The role of subsidiaries in the race to carbon neutral
Session description to follow
Staying on top of Ultimate Beneficial Ownership Compliance
Networking break with roundtables from sponsors
Case study - Securing an ethical value chain: refreshing global compliance procedures
The responsibility of a parent for the actions of its subsidiaries, and potentially even their suppliers, agents and partners, is a governance dilemma that is increasingly coming under the spotlight. And it’s a question of actions, relationships, culture and of where and with whom companies contract as suppliers. In this session, our governance professional presents how his company developed, implemented and embedded a new suite of compliance procedures (including a new code of conduct, compliance registers, whistleblowing systems and third-party risk management processes) through a complex supply chain and multi-national subsidiary network, highlighting the importance of ensuring visibility of an ethical value chain across the entire organisation.
Kevin Massie, General Counsel and Company Secretary at PZ Cussons plc
Say hello, wave goodbye: closing a subsidiary
It’s tempting to think that subsidiary governance is only about finding the most effective way to bring a new subsidiary into an entity and integrate its operations with those of the parent. But it also works in the opposite direction, and many an acquisition in time ends with subsidiaries being closed or merged or simply divested of. So, from a governance perspective, what constitutes best practice when a parent-subsidiary relationship has reached the end of the road?
|13.10||End of Summit|
Modern Slavery as an ethical supply chain risk
This workshop will explore identifying modern slavery as a risk, how to respond to it and what the legal obligations for an organisation are to address modern slavery risk.
Colleen Theron, Sustainability lawyer and consultant, Ardea Consulting
ESG Reporting - looking at the practicalities and challenges of subsidiary reporting
This workshop will look at the ESG reporting from the perspective of both the subsidiary and the parent Company. Looking at the regulatory reporting requirements, as well as how to report on material ESG issues. It will include tips for gathering and collating the required data, as well as developing the narrative on ESG issues and engaging with stakeholders.
Workshop Leader: Melissa Kittermaster, Director, Asesoria Group Ltd