Greek Corporations' Brand Identity for Corporate Governance, Presentation by @George Vlachos at Delfi Forum 2019

1. George Vlachos, International Director Board Services Practice - Stanton Chase, EASE Member

2. Sustainable Performance & Long-Term Investment
Tracked data on 615
nonfinancial U.S. companies,
from 2001 to 2014,
representing 60% to 65%
of total U.S. market cap.

3. Greek Corporations need to explore potential and embrace
behavioral changes in the following areas
of Corporate Governance:
These are the critical components
for the Greek Corporate Brand Identity
Index in the Global Sustainable
and Responsible Investment arena.
STANTON CHASE CORPORATE GOVERNANCE INSTITUTE
Adoption
of Global
Investment
Standards
Evaluation
of Board Leadership
&
Strategic Renewal
CG Building Blocks
& Controls
for a Sound
Board’s Annual
Agenda
Inclusion
of
Principles
of Trust

4. The 6 Principles of Trust
for a Sound Corporate Governance
Analysis of FTSE 100 Corporate Reporting Trends in 2018 13th Edition © Black Sun PLC 2018
Inclusion of Principles of Trust
LONG-TERM
THINKING
WIDER VALUE
CREATION
PURPOSE
CULTURE
STAKEHOLDERS
TRUSTDIVERSITY

5. STEWARDSHIP FRAMEWORK FOR INSTITUTIONAL INVESTORS:
Principle A:
Institutional investors are accountable to those whose money
they invest.
Principle B:
Institutional investors should demonstrate how they evaluate
corporate governance factors with respect to the companies
in which they invest.
Principle C:
Institutional investors should disclose, in general terms,
how they manage potential conflicts of interest that may arise
in their proxy voting and engagement activities.
Principle D:
Institutional investors are responsible for proxy voting decisions
and should monitor the relevant activities and policies of third parties
that advise them on those decisions.
Adoption of Global Investment Standards
Investor Stewarship Group - The Principles
Principle E:
Institutional investors should address and attempt to resolve differences with companies
in a constructive and pragmatic manner.
Principle F:
Institutional investors should work together, where appropriate, to encourage the adoption
and implementation of the Corporate Governance and Stewardship principles.
The
Growing Impact
of ESG
Rating
MSCI
THOMSON
REUTERS
VIGEO
EIRIS
ISS
SUSTAIN
ANALYTICS
CORPORATE GOVERNANCE INSTITUTE

6. Board Leadership Performance Heatmap
Confidential information provided by CBE | Copyright © 2010-2019 Centre for Board Excellence
Evaluation of Board Leadership
& Strategic Renewal
1 2 3 4 1 2 3 4 1 2 3 4 5 6 7 8 1 2 3 4 5 6 1 2 3 4 5 1 2 3 4 5 6 1(a) (b) (c) (d) 2 3 4 5 6 1 2 3 4 5 1 2 3 4 1 2 3 4 5
1 8 7 9 9 7 10 10 10 10 10 9 10 9 10 10 10 9 10 7 8 9 5 9 9 8 6 9 10 9 9 7 9 9 9 10 8 7 9 9 7 8 7 7 9 9 8 9 7 8 6 10 8 9 9 9 10
2 10 10 9 9 10 10 10 10 9 10 8 10 9 10 10 10 10 10 9 9 9 7 10 10 8 9 9 10 9 10 9 7 8 8 10 8 7 9 9 8 10 9 9 9 9 6 9 8 9 6 8 6 6 8 10 10
3 8 10 9 10 9 7 9 10 8 10 9 9 9 10 9 9 9 9 8 10 9 8 10 9 9 8 6 8 8 5 9 8 9 9 8 9 8 9 9 9 10 10 8 8 9 7 6 8 10 9 10 8 9 7 10 9
4 9 8 10 10 10 10 9 7 7 10 10 9 9 10 9 9 10 8 7 8 9 7 10 9 9 8 10 10 10 10 7 7 7 9 9 9 9 10 9 8 9 10 8 6 9 8 8 9 8 2 8 7 9 9 9 9
5 8 9 10 10 9 10 10 10 9 10 9 10 10 10 10 10 9 8 8 7 8 8 9 9 7 9 8 9 9 9 9 9 8 10 8 9 10 9 9 9 10 9 9 8 6 8 8 10 10 8 8 8 6 9 9 8
6 10 10 9 9 10 9 9 10 9 8 9 10 9 9 8 9 10 8 8 9 9 8 9 9 9 7 9 10 10 8 8 8 8 9 7 8 6 8 9 6 10 10 9 8 8 3 7 10 10 4 9 9 5 6 8 8
7 8 9 9 10 10 10 9 10 10 10 10 8 8 9 9 9 5 8 8 9 10 8 8 8 9 8 10 10 9 10 10 5 9 7 6 10 9 9 10 9 8 8 10 10 6 8 8 10 8 5 10 8 8 8 9 9
8 9 9 8 9 10 9 10 10 5 9 5 10 10 9 9 9 10 8 8 9 10 7 10 9 8 8 7 10 9 10 6 10 7 9 8 10 10 9 10 9 10 8 9 9 8 8 8 10 10 8 8 9 7 9 9 9
8.75 7.98 8.25 8.30
VII. VIII. IX. X.
8.63
I. II. III. IV. V. VI.
9.09 9.47 9.19 8.42 8.63
CORPORATE GOVERNANCE INSTITUTE

7. Director Skills Matrix
Confidential information provided by CBE | Copyright © 2010-2019 Centre for Board Excellence
Board
Skill Areas: Average 1 2 3 4 5 6 7 8 9 10
HR and Organizational Management 9.40 9 10 10 10 10 8 9 9 10 9
Business Law 9.20 8 10 9 9 9 10 10 9 10 8
Regulation and Compliance 8.90 7 10 9 10 9 10 8 9 10 7
Risk Management 8.60 9 10 9 9 9 7 9 8 9 7
Leadership and Motivation 8.50 7 9 9 8 8 9 10 9 8 8
Compensation and Performance Evaluation 8.40 4 10 8 10 9 8 10 7 9 9
Technology and Data Security 8.30 9 9 10 8 9 7 10 7 8 6
Accounting and Financial Audit 8.00 9 10 8 7 10 7 8 9 7 5
Strategy and Strategic Planning 7.20 4 9 3 8 7 6 10 8 8 9
Company's Industry 7.10 4 8 5 9 9 6 9 5 7 9
Financial Literacy 6.50 4 7 8 8 7 6 6 6 7 6
8.19 6.73 9.27 8.00 8.73 8.73 7.64 9.00 7.82 8.45 7.55
Directors(Self Ratings)
Total ExpertiseAveragebyDirector
Evaluation of Board Leadership
& Strategic Renewal
CORPORATE GOVERNANCE INSTITUTE

8. PURPOSE
& CORPORATE BUILDING BLOCKS
• L-T Sustainable Corporate Strategy
• Wider Value Creation
• Strategic Framework & Relationship with Investors
• Annual Strategic Planning & Performance
• Market Status & Company’s Positioning
• Business Model
• CEO Evaluation & Leadership Statement & Succession
• Driving Transformation & Changes of the Year
• Financial Management
• ESG Benchmarking
• Risk Management & Appetite
• Corporate Culture & Best Practices
• Technology, Cyber Security & Digital Disruption
• Pay for Performance
Management & Remuneration Policy
• Organization Design, Talent Quality Review
• Investment Proposals
CORPORATE CONTROL
• Performance Review & KPIs Reports
• Review of Board’s Meeting Minutes
& Protocols
• Annual General Meeting
• Review of Proxy Process & Voting
Approach
• Annual Account Statements
• L-T & Next Year’s Budgets
• Auditors Review
• Annual Risk Evaluation
• Legal and Regulatory Compliance
• Accountability & Committees Review
• Investors, Shareholders & Stakeholders
Communication Plan
CG Building Blocks & Controls
for a Sound Board’s Annual Agenda
CORPORATE GOVERNANCE INSTITUTE

9. George Vlachos, International Director Board Services Practice - Stanton Chase, EASE Member