Today's institutional and activist shareholders have expanded far beyond a focus on underperforming companies. There is an evolving need for the boards of public companies to be aware of, and responsive to, their shareholders requests for engagement. Increasing shareholder value is no longer sufficient. Today's shareholders are interested in governance, social and environmental trends as well as financial returns and want to know where the companies they have invested in stand on these issues. Furthermore, they are interested in influencing these companies in the area of capital deployment and long-term strategy. Come hear from the most influential institutional investors and an experienced board member on these important topics.
In association with The Boston Club, the NACD New England Chapter presents the Aspiring Public Company Director Daylong Program. This program is designed for individuals who currently sit on large nonprofit boards or private corporate boards; and/or are "C-Suite level", who wish to take the next step toward securing a public company board seat. The discussions will be led by public company directors, or industry experts.
The governance of non-profits has increasingly evolved to the levels of sophistication and complexity similar to those at public companies. Our panel will discuss issues facing non-profits and their boards today - from the selection and recruitment of board members to the expectations of the role boards play in such areas as strategy and fundraising. We expect a lively and timely discussion. An important dimension will be representation from the Attorney General's office.
Each year, NACD New England Chapter recognizes independent directors of public, private, and non-profit boards who have made valuable contributions to the boards on which they serve, as well as entire boards that have significantly protected or enhanced stakeholder value.
Our panel will discuss the role of the board in establishing, building and maintaining a company's culture, how to best work with management leadership and how to recognize when the culture may look and sound good on paper but may be losing its relevance. The panel will also discuss the linkages of the corporate culture to the reward and recognition systems, its business strategy as well the company's operating style and reputation - internally and externally.
Technology is no longer sitting in the back office. Regardless of your business, employees and customers are demanding a better, more digital business experience. New technologies are creating new markets, products, and expectations. Digital transformation is imperative to a company's success.
Our program will cover enterprise risk management, from risk identification to management and mitigation, from appropriate frameworks for ERM to communication plans. Equally important, panelists and you, the audience, will have a chance to explore the interplay between corporate strategy and enterprise risk, where to ask questions about risk balance, how to deal with disruption to the business, and how to ensure that you are adding value and perspective to the strategic planning process.
Each year we arm directors for the difficult issues that might arise at your annual meetings, typically, as the result of legal, accounting and governance changes or shareholder concerns. This year in addition to addressing the inevitable administrative changes, we will focus some attention on sustainability.
The compensation committee's role has grown more complex in the face of regulatory and compliance requirements and increasing pressure to demonstrate pay for performance. Join the conversation as we discuss the trends that will matter most to help guide your strategic priorities for 2018:
1. Getting your CEO pay ratio disclosure right
2. The pros and cons of TSR
3. How to establish the right incentive plan metrics
4. The evolving role of the compensation committee
Our panel will discuss how to balance the compensation committee's annual calendar of activities with its emerging new charter to have oversight of leadership and talent development and to establish a link between incentives and innovation.