Ομιλία: “ESG in Corporate Governance and public enterprises (SOEs)”
Χριστίνα Κολιάτση, Chief Legal Counsel, Ελληνική εταιρεία Συμμετοχών και Περιουσίας ΑΕ (ΕΕΣΥΠ)
This white paper was the culmination of a series of webinars and in-person conversations with corporate practitioners in the sustainability field. It provides the end user with an understanding of the ESG ratings and rankings field and helps prioritize engagement with the most influential organizations in the field.
ESG Roadmap: Observations and practical advice for boards, corporate secretar...Mike Wallace
Company governance practices and failures have long been an important factor in investor
analysis of a firm’s short-term and long-term value. Over the last several decades—with an
acceleration in the last five years—the relevance to investors of a company’s environmental and
social impacts stemming from its practices, policies and products has increased substantially.
Effective oversight and management by boards, corporate secretaries and sustainability teams
of so-called “ESG” (environmental, social and governance) issues are increasingly important to
preserving and creating shareholder value. Driven by client demand, reputational risk
management and a supportive body of financial research, many investors are demanding that
companies think more broadly about their ESG impacts, take corrective action (if required) and
disclose their ESG-related efforts. In this brief, we will examine the drivers of the growth in
ESG-related investing and engagement, explore ESG’s impact on financial products and
strategies and suggest practical advice to assist boards, corporate secretaries and sustainability
teams.
Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
This white paper was the culmination of a series of webinars and in-person conversations with corporate practitioners in the sustainability field. It provides the end user with an understanding of the ESG ratings and rankings field and helps prioritize engagement with the most influential organizations in the field.
ESG Roadmap: Observations and practical advice for boards, corporate secretar...Mike Wallace
Company governance practices and failures have long been an important factor in investor
analysis of a firm’s short-term and long-term value. Over the last several decades—with an
acceleration in the last five years—the relevance to investors of a company’s environmental and
social impacts stemming from its practices, policies and products has increased substantially.
Effective oversight and management by boards, corporate secretaries and sustainability teams
of so-called “ESG” (environmental, social and governance) issues are increasingly important to
preserving and creating shareholder value. Driven by client demand, reputational risk
management and a supportive body of financial research, many investors are demanding that
companies think more broadly about their ESG impacts, take corrective action (if required) and
disclose their ESG-related efforts. In this brief, we will examine the drivers of the growth in
ESG-related investing and engagement, explore ESG’s impact on financial products and
strategies and suggest practical advice to assist boards, corporate secretaries and sustainability
teams.
Despite continued uncertain economic conditions, most companies remain persuaded that there is a strong causal link between their financial performance over a 5-10 year time horizon and their current commitment to improving their environmental, social and governance performance.
Against this background, a number of business leaders are reviewing their approach to sustainability, weighing new corporate strategies and new business models in efforts to ensure their long-term sustainability.
CITI: Guidance for Investor Relations Officers on Managing ESG DemandMike Wallace
We were asked to speak to a group of CITI clients about the latest trends in #sustainability and #ESG. This presentation provides the latest information on the growth of the #ESG market, as well as real examples of corporate ESG data and how it is being presented to and used by intermediaries like Bloomberg, MSCI, Sustainalytics and others, as well as by asset owners and managers.
Insurance M&A activity in the US rose to unprecedented levels in 2015, surpassing what had been a banner year in 2014. There were 476 announced deals in the insurance sector, 79 of which had disclosed deal values with a total announced value of $53.3 billion. This was a significant increase from the 352 announced deals in 2014, of which 73 had disclosed deal values with a total announced value of $13.5 billion. Furthermore, unlike prior years where US insurance deal activity was isolated to specific subsectors, 2015 saw a significant increase in deal activity in all industry subsectors.
Portland Rotary: The state of socially responsible investing and the drivers...Mike Wallace
This presentation provides the latest information about the dramatic increase in interest in socially responsible investing (also known as environmental, social, and governance (ESG) investing). Mike Wallace, a Partner with BrownFlynn, and past Director of the North American Global Reporting Initiative, will discuss the growing interest amongst retail and institutional investors in applying either values or ESG data to their investments in the stock market. He will also discuss the role of investors in pushing companies to improve ESG policies and performance on issues such as climate change, diversity, and human rights.
ASSE PDC 2011 CSR for the Safety ProfessionalFayFeeney
Presentation deck from American Society of Safety Engineering 100th Anniversary conference.
This is not to be used for commercial use - for review only.
The OECD Corporate Governance Committee is reviewing the G20/OECD Principles of Corporate Governance. The review was launched in November 2021 and will be completed in 2023. OECD, G20 and FSB members participate in the review, as well as other countries through the Committee’s regional Roundtables (Asia, Latin America and the Middle East and North Africa).
The Terms of Reference and Roadmap agreed by the Corporate Governance Committee sets out the main priorities and timeline for the review. The review’s overall goal is to strengthen the Principles, in particular by adapting relevant elements to the post COVID-19 environment, taking into account any structural effects of the crisis on capital markets and corporate governance practices. The revised Principles will aim to strengthen corporate sector resilience through better risk management and to improve companies’ access to finance from capital markets.
In October 2021, OECD Ministers and G20 Leaders supported the Committee’s decision to review the Principles. Ministers and Leaders “recognised the importance of good corporate governance frameworks and well-functioning capital markets to support the recovery, and looked forward to the review of the G20/OECD Principles of Corporate Governance”.
A public consultation on proposed revisions to the Principles will be held in fall 2022.
One of my earlier ESG presentations to an Investor Relations Officers' ( #IRO ) association called the National Investor Relations Institute ( #NIRI ). This was in 2009 while I was running my own consultancy #WallacePartners and representing clients like #Trucost
Delivering more value to the business through
performance measurement and improved decision
support is the top priority for the finance function
through 2020. Among senior finance professionals
participating in the 2014 EY Global Insurance CFO
Survey, 71% indicated that “being a better business
partner” ranked among their top three priorities,
with 35% placing this as number one.
Global Sustainability Best Practices - Global Reporting Initiative, International Integrated Reporting Council, Sustainability Accounting Standards Board, and the Value Reporting Foundation
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
Governance Disclosure Analysis within the Annual Reports towards Firm Perform...Dayana Mastura FCCA CA
Governance Disclosure Analysis within the Annual Reports towards Firm Performance within the Malaysian Oil and Gas PLCs: The moderating role of Board Gender Diversity
These are the key facts and figures within the life sciences industry. Information ranges from the top performing countries in life sciences particularly in biotechnology and healthcare (biomedical and pharmaceutical). In addition, it addresses R&D expenditures by key countries from the year 2008 to 2016.
Material Engagement is the missing link between the sharp growth in ESG aligned assets, and the lack of progress on many of the pressing environmental, social and governance issues facing humanity today. The sustainability priorities of Material Engagement are grounded in human rights by virtue of its focus on the 2030 UN Sustainable Development Goals (SDGs). Furthermore, by linking the SDGs to SASB’s Materiality Map, the Material Engagement approach provides the legal, commercial, and strategic impetus for companies to make the SDGs a reality. Said another way, Material Engagement is an approach that combines the heart (SDGs) with the brain (SASB) thus birthing a new sustainable business reality, one that’s rooted in human rights, and guided by the power and genius of private enterprise. In addition to its powerful intellectual and moral foundation, Material Engagement offers a turn-key sustainability engagement solution, with relevant KPIs, scope and milestones blueprints, clear timelines, escalation pathways, and communication methods. Material Engagement is the missing link between the world we have, and the world humanity deserves.
Election-year politics are dominating legislative action this year as both parties lay down
policy agendas for 2017 and beyond. President Obama and the Republican leaders of Congress are offering competing plans on how to reform the US tax system and
to promote other policies intended to increase economic growth and make American companies more competitive. At the same time, both Democratic and Republican candidates seeking their party’s presidential nomination are advancing tax reform plans.
By Brandon Boze, Margarita Krivitski, David F. Larcker, Brian Tayan, and Eva Zlotnicka
Stanford Closer Look Series
May 23, 2019
Recently, there has been debate among corporate managers, board of directors, and institutional investors around how best to incorporate ESG (environmental, social, and governance) factors into strategic and investment decision-making processes. In this Closer Look, we examine a framework informed by the experience of ValueAct Capital and include case examples.
We ask:
• What is the investment horizon prevalent among most companies today?
• Do companies miss long-term opportunities because of a focus on short-term costs?
• How many companies have an opportunity to profitably invest in ESG solutions?
• What factors determine whether a company can profitably invest in ESG solutions?
• Can investors earn competitive risk-adjusted returns through ESG investments?
• If so, how widespread is this opportunity?
Material Engagement (with suppliment included)Nawar Alsaadi
Material Engagement is the missing link between the sharp growth in ESG aligned assets, and the lack of progress on many of the pressing environmental, social and governance issues facing humanity today. The sustainability priorities of Material Engagement are grounded in human rights by virtue of its focus on the 2030 UN Sustainable Development Goals (SDGs). Furthermore, by linking the SDGs to SASB’s Materiality Map, the Material Engagement approach provides the legal, commercial, and strategic impetus for companies to make the SDGs a reality. Said another way, Material Engagement is an approach that combines the heart (SDGs) with the brain (SASB) thus birthing a new sustainable business reality, one that’s rooted in human rights, and guided by the power and genius of private enterprise. In addition to its powerful intellectual and moral foundation, Material Engagement offers a turn-key sustainability engagement solution, with relevant KPIs, scope and milestones blueprints, clear timelines, escalation pathways, and communication methods. Material Engagement is the missing link between the world we have, and the world humanity deserves.
CITI: Guidance for Investor Relations Officers on Managing ESG DemandMike Wallace
We were asked to speak to a group of CITI clients about the latest trends in #sustainability and #ESG. This presentation provides the latest information on the growth of the #ESG market, as well as real examples of corporate ESG data and how it is being presented to and used by intermediaries like Bloomberg, MSCI, Sustainalytics and others, as well as by asset owners and managers.
Insurance M&A activity in the US rose to unprecedented levels in 2015, surpassing what had been a banner year in 2014. There were 476 announced deals in the insurance sector, 79 of which had disclosed deal values with a total announced value of $53.3 billion. This was a significant increase from the 352 announced deals in 2014, of which 73 had disclosed deal values with a total announced value of $13.5 billion. Furthermore, unlike prior years where US insurance deal activity was isolated to specific subsectors, 2015 saw a significant increase in deal activity in all industry subsectors.
Portland Rotary: The state of socially responsible investing and the drivers...Mike Wallace
This presentation provides the latest information about the dramatic increase in interest in socially responsible investing (also known as environmental, social, and governance (ESG) investing). Mike Wallace, a Partner with BrownFlynn, and past Director of the North American Global Reporting Initiative, will discuss the growing interest amongst retail and institutional investors in applying either values or ESG data to their investments in the stock market. He will also discuss the role of investors in pushing companies to improve ESG policies and performance on issues such as climate change, diversity, and human rights.
ASSE PDC 2011 CSR for the Safety ProfessionalFayFeeney
Presentation deck from American Society of Safety Engineering 100th Anniversary conference.
This is not to be used for commercial use - for review only.
The OECD Corporate Governance Committee is reviewing the G20/OECD Principles of Corporate Governance. The review was launched in November 2021 and will be completed in 2023. OECD, G20 and FSB members participate in the review, as well as other countries through the Committee’s regional Roundtables (Asia, Latin America and the Middle East and North Africa).
The Terms of Reference and Roadmap agreed by the Corporate Governance Committee sets out the main priorities and timeline for the review. The review’s overall goal is to strengthen the Principles, in particular by adapting relevant elements to the post COVID-19 environment, taking into account any structural effects of the crisis on capital markets and corporate governance practices. The revised Principles will aim to strengthen corporate sector resilience through better risk management and to improve companies’ access to finance from capital markets.
In October 2021, OECD Ministers and G20 Leaders supported the Committee’s decision to review the Principles. Ministers and Leaders “recognised the importance of good corporate governance frameworks and well-functioning capital markets to support the recovery, and looked forward to the review of the G20/OECD Principles of Corporate Governance”.
A public consultation on proposed revisions to the Principles will be held in fall 2022.
One of my earlier ESG presentations to an Investor Relations Officers' ( #IRO ) association called the National Investor Relations Institute ( #NIRI ). This was in 2009 while I was running my own consultancy #WallacePartners and representing clients like #Trucost
Delivering more value to the business through
performance measurement and improved decision
support is the top priority for the finance function
through 2020. Among senior finance professionals
participating in the 2014 EY Global Insurance CFO
Survey, 71% indicated that “being a better business
partner” ranked among their top three priorities,
with 35% placing this as number one.
Global Sustainability Best Practices - Global Reporting Initiative, International Integrated Reporting Council, Sustainability Accounting Standards Board, and the Value Reporting Foundation
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
Governance Disclosure Analysis within the Annual Reports towards Firm Perform...Dayana Mastura FCCA CA
Governance Disclosure Analysis within the Annual Reports towards Firm Performance within the Malaysian Oil and Gas PLCs: The moderating role of Board Gender Diversity
These are the key facts and figures within the life sciences industry. Information ranges from the top performing countries in life sciences particularly in biotechnology and healthcare (biomedical and pharmaceutical). In addition, it addresses R&D expenditures by key countries from the year 2008 to 2016.
Material Engagement is the missing link between the sharp growth in ESG aligned assets, and the lack of progress on many of the pressing environmental, social and governance issues facing humanity today. The sustainability priorities of Material Engagement are grounded in human rights by virtue of its focus on the 2030 UN Sustainable Development Goals (SDGs). Furthermore, by linking the SDGs to SASB’s Materiality Map, the Material Engagement approach provides the legal, commercial, and strategic impetus for companies to make the SDGs a reality. Said another way, Material Engagement is an approach that combines the heart (SDGs) with the brain (SASB) thus birthing a new sustainable business reality, one that’s rooted in human rights, and guided by the power and genius of private enterprise. In addition to its powerful intellectual and moral foundation, Material Engagement offers a turn-key sustainability engagement solution, with relevant KPIs, scope and milestones blueprints, clear timelines, escalation pathways, and communication methods. Material Engagement is the missing link between the world we have, and the world humanity deserves.
Election-year politics are dominating legislative action this year as both parties lay down
policy agendas for 2017 and beyond. President Obama and the Republican leaders of Congress are offering competing plans on how to reform the US tax system and
to promote other policies intended to increase economic growth and make American companies more competitive. At the same time, both Democratic and Republican candidates seeking their party’s presidential nomination are advancing tax reform plans.
By Brandon Boze, Margarita Krivitski, David F. Larcker, Brian Tayan, and Eva Zlotnicka
Stanford Closer Look Series
May 23, 2019
Recently, there has been debate among corporate managers, board of directors, and institutional investors around how best to incorporate ESG (environmental, social, and governance) factors into strategic and investment decision-making processes. In this Closer Look, we examine a framework informed by the experience of ValueAct Capital and include case examples.
We ask:
• What is the investment horizon prevalent among most companies today?
• Do companies miss long-term opportunities because of a focus on short-term costs?
• How many companies have an opportunity to profitably invest in ESG solutions?
• What factors determine whether a company can profitably invest in ESG solutions?
• Can investors earn competitive risk-adjusted returns through ESG investments?
• If so, how widespread is this opportunity?
Material Engagement (with suppliment included)Nawar Alsaadi
Material Engagement is the missing link between the sharp growth in ESG aligned assets, and the lack of progress on many of the pressing environmental, social and governance issues facing humanity today. The sustainability priorities of Material Engagement are grounded in human rights by virtue of its focus on the 2030 UN Sustainable Development Goals (SDGs). Furthermore, by linking the SDGs to SASB’s Materiality Map, the Material Engagement approach provides the legal, commercial, and strategic impetus for companies to make the SDGs a reality. Said another way, Material Engagement is an approach that combines the heart (SDGs) with the brain (SASB) thus birthing a new sustainable business reality, one that’s rooted in human rights, and guided by the power and genius of private enterprise. In addition to its powerful intellectual and moral foundation, Material Engagement offers a turn-key sustainability engagement solution, with relevant KPIs, scope and milestones blueprints, clear timelines, escalation pathways, and communication methods. Material Engagement is the missing link between the world we have, and the world humanity deserves.
Business Responsibility and Sustainability .pdfaakash malhotra
Read Deloitte India’s Business Responsibility and Sustainability Report and what it means for the top 1,000 listed entities in India. The Securities and Exchange Board of India (SEBI) introduced new requirements for sustainability reporting by listed companies. It aims to establish links between the financial results of a business with its ESG performance.
How ESG Investment Can Impact Corporate Finance and Sustainability.pdfMr. Business Magazine
This article intricately delves into the ESG investment phenomenon: 1. Understanding ESG Investing 2. The Origins of ESG Investing 3. Impact on Corporate Finance 4. Challenges and Critiques 5. ESG Reporting and Regulation 6. ESG Integration
Presentation delivered at the Women in Finance Conference, South Africa.
The presentation deals with Integrated Sustainability Reporting, South Africa, 2010.
The ES&G Accountability Forum (2013) provided participants and panelists with an opportunity to examine the question of how information (both financial and non-financial) can best be provided in a form that is useful to decision makers that are affected by, or have an affect on Canada’s companies.
This document captures key points made by panelists, their answers to questions posed, and the Forum’s participants’ table discussions. It is organized around each panel: investors, companies, evaluation organizations. We hope to encourage all groups to consider the advice and comments discussed at the Forum, and to take action on the outstanding questions and issues to improve the state of ES&G disclosure, analysis and investing that are highlighted on pages 9 & 10.
This year on September 23, 2014 in Calgary, many of these unanswered questions will be addressed at the ES&G Forum 2014: "Non-financial performance... A missed opportunity?"
Building on the last two years' discussions, participants will hear how investors and businesses are implementing innovative methods to manage investor demand for ES&G information. To learn more about & register for this year's ES&G Forum, please visit: http://bit.ly/esg-forum-2014
Integrated reporting 101; Getting started with Integrated Reporting in IndiaVrushali Gaud-Shinde
Introduction to Integrated reporting - India
The Securities Exchange Board of India (SEBI) recently raised a circular recommending top 500 companies to adopt Integrated Reporting. This is a quick guide that answers the Why? What? How? questions to get Indian companies started with Integrated Reporting.
Due to the current instability in the business world, organizations should be able to anticipate changes and have coherent responses at hand to effective manage risks, create value, build good relations, increase profit and improve competitive positioning.
A report titled Exploring Strategic Risk issued in 2013 for Forbes Insights by Deloitte, contains some very important conclusions for the business community. 300 executives from around the world were interviewed for the study, in an attempt to find out their vision of the risk strategy and current changes and analysing how organizations should face these new challenges.
Sometimes it is difficult to link risks to a specific financial impact and not all data are pertinent to the evaluation of emerging risks. That's why companies have to be aware of internal risks and manage them well in order to be able to manage external risks and invest into strategic assets such as human capital, clients and innovation.
This insight explains the case of the financial services as the sector that less trust generates due to its short-sightedness, lack of values and lack of professional education that resulted in corruption and bad practices, which compromised the financial sector.
The report A Crisis of Culture: Valuing Ethics and Knowledge in Financial Services examines the role of integrity and knowledge in restoring culture in the financial services industry. The conclusions appear in the full version of this document.
The financial industry is just one example in the wider panorama. Lack of values is widespread and creates significant risks. Bad practices trigger problems such as loss of profit, loss of reputation and even loss of shareholders, clients and employees.
The crisis, as well as the arrival of new technologies, urges companies to maintain their good practices and emphasize aspects as ethics, leadership, commitment, performance, transparency and sustainability.
The digital revolution and social networks encourage companies to be more transparent: companies meet their promises and obligations, deliver a coherent dialogue and improve the relationship with their stakeholders.
Application of values raises the possibility of good results and profits for companies through improvement of their reputation and business as well as optimization of resources. This certainly creates competitive advantages, establishes a strong cultural connection and improves employees’ motivation.
Before taking any decision, an institution should keep in mind the fact that it needs implicit and explicit public approval. Good business management implies risk management, creating a climate of trust, good will, credibility, social commitment and empathy between stakeholders and the company.
Etude PwC sur le reporting intégré (sept. 2014)PwC France
http://bit.ly/Reporting-PwC
Selon une étude du cabinet d’audit et de conseil PwC, 80 % des investisseurs s’accordent à dire qu’un reporting de qualité influence leur perception de l’entreprise. Pour près de deux tiers d’entre eux (63 %), la qualité du reporting d’une entreprise pourrait avoir un impact financier direct sur le coût de son capital.
Παναγιώτης Παπαναγιώτου, Αναπληρωτής Καθηγητής Ακτινολογίας, Ιατρικής Σχολής του Εθνικού και Καποδιστριακού Πανεπιστημίου Αθηνών - Καθηγητής Νευροακτινολογίας, Ιατρική Σχολή του Πανεπιστημίου του Saarland, Γερμανία
«Τεχνολογικές εξελίξεις στη διάγνωση και αντιμετώπιση ισχαιμικών εγκεφαλικών επεισοδίων»
Νικόλαος Κουρεντζής, Country Head Radiology-Ελλάδα, Κύπρος, Ισραήλ, Ρουμανία, Βουλγαρία, Μάλτα και Μολδαβία, Bayer
«Οι νέες προκλήσεις στην ιατρική απεικόνιση»
Στέργιος Μπακάλης & Γεώργιος Μπήτρος, 4o Συνέδριο Επαγγελματικής ΑσφάλισηςStarttech Ventures
Ομιλία - Παρουσίαση: «Δημογραφική γήρανση και κοινωνική ασφάλιση στον ορίζοντα του 2050»
Στέργιος Μπακάλης, τ. Καθηγητής στο Πανεπιστήμιο Βικτώρια της Αυστραλίας
Σχολιαστής:
Γεώργιος Μπήτρος, Ομότιμος Καθηγητής Πολιτικής Οικονομίας, Οικονομικό Πανεπιστήμιο Αθηνών
Ομιλία - Παρουσίαση: «GMM Αμοιβαία Κεφάλαια - Το καλύτερο επενδυτικό εργαλείο για Τ.Ε.Α.»
Ηλίας Γεωργουλέας, Ιδρυτής του Ομίλου Global Money Managers Ltd και Διευθύνων Σύμβουλος του Επενδυτικού Ομίλου Global Group SA
Ομιλία - Παρουσίαση: «Βασικές αρχές για αποτελεσματική Επαγγελματική Ασφάλιση και οι καινοτομίες των Πολύ-εργοδοτικών Ταμείων»
Ανδρέας Χατζηκύρου, Ιδρυτής και Εκτελεστικός Διευθυντής, 7Q Investment Group
Dr. Thorsten Guthke, 4o Συνέδριο Επαγγελματικής ΑσφάλισηςStarttech Ventures
Ομιλία - Παρουσίαση: “Running a multi-employer fund in the EU today: Challenges as we head from the past to the future”
Dr. Thorsten Guthke, Head of European Office, SOKA-BAU HIORP
Ομιλία - Παρουσίαση: «Δημογραφική γήρανση και κοινωνική ασφάλιση στον ορίζοντα του 2050»
Βύρων Κοτζαμάνης, Καθηγητής Δημογραφίας, Επιστημονικός Υπεύθυνος του Ερευνητικού Προγράμματος (ΕΛΙΔΕΚ) "Δημογραφικά Προτάγματα στην Έρευνα και Πρακτική στην Ελλάδα", Πανεπιστήμιο Θεσσαλίας - Επιτροπή Ερευνών / ΕΔΚΑ
Ομιλία - Παρουσίαση: “EU IORP investment governance, lessons learned and future developments”
Tim Currell, Partner, Head of Investment at AON International Wealth
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
Mastering the Concepts Tested in the Databricks Certified Data Engineer Assoc...SkillCertProExams
• For a full set of 760+ questions. Go to
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• SkillCertPro offers detailed explanations to each question which helps to understand the concepts better.
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1. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal or quotation.
ESG in Corporate Governance and
State-Owned Enterprises (SOEs)
17 Sep 2020
Christina Koliatsi, Chief Legal Counsel
Hellenic Corporation of Assets and Participations SA
For information purposes only – Not to be distributed
all rights reserved
2. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal or quotation.
2
Hellenic Corporations of Assets and Participations – Structure today
For information purposes only – Not to be distributed
all rights reserved
3. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal or quotation.
3
Subsidiaries (SOEs) of HCAP by capital structure
Central Markets and
Fisheries Organization S.A.
(100 %)
Listed CompaniesNon-listed Companies
Public Power
Corporation S.A.
(34.123 %)
Athens Water Supply
and Sewerage
Company S.A.
(50 %+1 share)
Thessaloniki Water
Supply and Sewerage
Company S.A.
(50 %+1 share)
Thessaloniki
Central Market S.A.
(100 %)
Thessaloniki International
Fair – HELEXPO S.A.
(100 %)
Note regarding Athens Water Supply and Sewerage
Company S.A. & Thessaloniki Water Supply and
Sewerage Company S.A.: As provided in Appendix E
of L. 4389/2016, "subject to the constitutional
restrictions and the obligation to comply with judicial
decisions"
Hellenic Saltworks S.A.
(55.19 %)
OAKA will be transferred to the HCAP portfolio
following its transformation into a
corporation
Olympic Athletic Centre of
Athens “Spyros Louis”
Athens Urban Transportation
Organization S.A.
(100 %)
and its 100 % subsidiaries
Road Transport S.A.
Urban Rail Transport S.A.
Corinth Canal Co. S.A.
(100 %)
Hellenic Post S.A.
(90 %)
Since 01.07.2018
GAIAOSE S.A.
(100%)
Minority shareholder
ETVA - Industrial
Areas S.A.
(35 %)
Folli – Follie S.A.
(0,9 %)
Athens International
Airport S.A.
(25 %)
For information purposes only – Not to be distributed
all rights reserved
4. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal or quotation.
Corporate Governance in SOEs
is high on the HCAP agenda
4
SOEs account for 20% of investment, 5% of employment, and
up to 40% of domestic output in countries around the world.
They deliver critical services in key economic sectors, including
utilities, finance, and natural resources.
Today, SOEs around the world face strong pressure on multiple
fronts to improve their performance and are being pushed to:
Enhance their competitiveness as a way to boost the
economy as a whole, particularly in nations where they
play a dominant role
Increase their operational efficiency and cost
effectiveness in the delivery of essential infrastructure,
financial, and other services to businesses and consumers
Reduce their fiscal risks and burdens
Demonstrate better transparency and accountability in
the use of scarce public funds
source IFC Corporate Governance of SOEs 2018
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Good corporate governance promotes investor confidence
5
Investors recognize that ESG factors can influence long-term business
performance.
As such, many investors now expect ESG factors to be integrated into a
company’s strategy and disclosed in public reports. Investors,
depending on their strategy, are reviewing this disclosure as an
indicator of governance quality and/or are focusing on sustainability
issues and variables beyond the financial statements.
Behind investors’ increasing focus on ESG is an evolving market
perspective on materiality. A host of corporate and market
sustainability factors, historically seen to be non-financial, are now
viewed as material drivers of business performance.
https://corpgov.law.harvard.edu/2020/03/09/the-age-of-esg/
Best practices in the Age of ESG published in
Harvard Law School Forum on Corporate Governance
Proactive
shareholder
engagement
Embrace
sustainability—
integrate ESG into
corporate strategy
.
1
2
3
4
5
The purpose of a company is to engage all its stakeholders in shared and sustained value creation. In creating such value, a company serves not
only its shareholders, but all its stakeholders – employees, customers, suppliers, local communities and society at large.
World Economic Forum, Davos Manifesto 2020: The Universal Purpose of a Company in the Fourth Industrial Revolution.
E - Environment S - Social G – Governance
Build a
‘fit for ESG’
board
Tell your
sustainability
story
Enhance your
internal ESG
governance
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6
Investors’ community expectations with regards to Corporate
Governance enhancement
BOARD QUALITY AND
COMPOSITION
LIMITING SHAREHOLDER PRIMACY &
EMPHASIZING ON LONG-TERMISM
ESG CONTINUES TO BE
A CRITICAL ISSUE GLOBALLY
ACTIVIST INVESTORS CONTINUE
TO IMPACT BOARDS
DEEPER FOCUS ON OVERSIGHT
OF CORPORATE CULTURE
BA EC D
Source: Russel Reynolds 2019 Global & Regional Corporate Governance Trends
Investors are seeking to understand:
If the board is truly independent
if its composition is deliberate and
under regular review
If the board competencies align with
and support the company’s forward
looking strategy
Key take away #1
Companies can expect increased
pressure to disclose their prioritization
of board competencies, succession
plans & how they are building diverse
pipelines of candidates
Human capital, organizational
culture and reputation are
important aspects of enterprise
value, as they directly impact the
ability to attract and retain top
talent
Key take away #2
Culture risk exist when there is
misalignment between the
values a company seeks to
embody and the behaviors it
demonstrates
Global investors are increasingly
discussing:
1. Social value
2. Long-termism
3. ESG changes that are shifting
corporations from pure
shareholder primacy model
Key take away #3
Institutional investors are more
actively focusing on long
termism and partnering with
groups to increase the emphasis
on long term sustainable results
Investors will prioritize linking
sustainability to long-term value
creation and balancing ESG risks
with opportunities. ESG oversight,
improved disclosure, performance
benchmarking and relevant
strategy will be in focus
Key take away #4
Investors want to understand how
boards are providing adequate
oversight of technology disruption
and cyber risk.
The characterization of activists as
hostile is fading as some activists
are becoming constructive with
management. Institutional
investors are increasingly open to
activists’ perspectives and are
deploying activist tactics to bring
desired change
Key take away #5
Institutional investors are more
actively focusing on long
termism and partnering with
groups to increase the emphasis
on long term sustainable results
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Considerations and challenges relating to Corporate Governance in the
times of the COVID-19 crisis
7
https://corpgov.law.harvard.edu/2020/04/29/covid-19-and-corporate-governance-key-issues-for-public-company-directors/
https://www.pwc.com/mt/en/publications/tax-legal/covid-19-some-considerations.html
. .
.
Corporations had to
adapt and follow up in a
very fast pace given the
strong impact the
pandemic has on
everyday business and
working environment.
Quick and strong decision
making is required, whilst
changes need to be
examined both in the
short and the long run as
well as for all levels
Assessing key
areas where there
is additional risk
and probabilities
for their
occurrence
Reviewing board
and management
succession plans
Reassessing long-
term corporate
strategy
Examine business
model and
relevant available
strategic options
Business Continuity
and Disaster
Recovery
Evaluating potential
disruptions to
operations and
business
relationships
Enhance
communication
& Public Relations
Ensure appropriate
and valid
information is
available (i.e. in the
corporate website)
Enhancing the
company’s existing
reporting and
information systems
that are used by the
board to provide
oversight.
new HR policies –
extended WORK
FROM HOME
Need to develop
increased trust among
employees and
working teams,
enhancing maximum
transparency
All operations were
transferred online –
increased
cybersecurity issues
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8
HCAP priorities relating to ESG monitoring
HCAP defines its ESG related priorities both in its Strategic Plan and its Business Plan, whereas the progress of specific metrics relating to
the subsidiaries operation is being monitored and evaluated. Such metrics indicatively include:
Environment: Improving wastewater treatment plants’ operation, water reuse - cyclical economy, safeguarding the natural resource of
water – informative campaigns, measuring technical losses, environmental footprint improvement, efficient use of resources and
energy efficiency management, etc
Social reward: ease of access secured for all passengers using the metro stations, actions to boost local economies, quantities of food
being distributed to vulnerable social groups by the Athens and the Thessaloniki markets, etc.
Corporate Governance: well functioning boards, strengthen audit committees, introduction and implementation of corporate policies
such as “Code of Conduct” and “Bribery & Corruption”, better risk management, compliance trainings for all personnel, etc.
The tone needs to be set from the top management in each SOE which must conduct business while being an ethical example, with
strong values and transparency, in line with a new corporate culture and by enhancing its image of trustworthiness towards the
investors’ community and the society.
At HCAP, this is a top priority and as such the new BoDs appointed to its subsidiaries have been selected, among others, with the aim to
enhance the Boards’ compositions with appropriate professionals, which collectively possess complementary skills and experience.
Such knowledge is important in order to drive change, i.e. when it comes to digital transformation, it is vital to have people that
understand new technologies and innovation priorities at a BoD level. Respectively, enhancing transparency assumes improved
financial reportings, which requires for qualified Audit Committees etc.
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9
Corporate Governance trends – Key considerations for SOEs (1/3)
Technology & Big Data
How can SOEs benefit from the appropriate management and use of
big data generated by their activity? And what kind of concerns, but
also opportunities, can there be at a decision making board level
with regards to adhering to Corporate Governance best practices?
How should an SOE cooperate based on best practices with its
ecosystem of business partners, customers, regulatory authorities etc
in relation to collecting and processing such data?
Climate Change
What should be the approach of an SOE Board on risk management in
relation to operational issues emerging due to climate change when
the company’s activity has a significant footprint in the environment
but it also has substantial impact on society?
How can such risks be mitigated and what part does Corporate
Governance have in it?
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10
Corporate Governance trends – Key considerations for SOEs (2/3)
Change Management
For example, during the COVID-19 pandemic, how does Corporate
Governance mechanisms respond to the fast changes imposed by
such a crisis (ie. priorities reassessment, strategic planning revisions,
operating model transformation etc) and how can business continuity
be ensured while also adhering to the corporate policies and
procedures in place?
What part does corporate Governance play as a business function in
relation to coordination and cooperation with Human Resources on
matters related to staff under special circumstances (i.e. extended
work from home)?
Corporate Culture
How can common values and principles be embedded effectively in the
corporate culture for all executives and employees of big corporations,
such as the SOEs included in HCAP which can have thousands of
employees?
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11
Corporate Governance trends – Key considerations for SOEs (3/3)
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Performance Monitoring
Each corporation must have its own internal metric system in order to monitor
its performance. Such a system needs to have the complexity and analysis
corresponding to the company’s size and also to the areas of strategic
importance for the company.
Which methodologies available can be applied by a Board so that gaps, as well
as achievements, related to Corporate Governance practices can be identified?
How often should the BoD agenda include such items?
HCAP has set to its subsidiaries specific KPIs on Corporate Governance,
Compliance and Internal Audit, so as to monitor their progress on relevant
matters, but also in order to take corrective actions when deemed necessary.
The appointment of compliance officer(s) as well as the well functioning of
internal audit are crucial.
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DISCLAIMER
This presentation has been carried out on a diligent manner, however, it shall not amount to any commitments or undertakings whatsoever from HCAP. Information on this
presentation shall not be construed as decision guidance for any economic, financial, stock-related, legal, regulatory, tax, accounting or any other issues whatsoever. Also, this
document is not intended for distribution or reproduction. Third party recipients should not make an investment decision or any other decision solely based on this document. HCAP
will not accept any liability vis-à-vis any third party as to the correctness and the accuracy of the data contained hereto.