Agenda

As companies grow and evolve, expectations placed on boards—and the relationship between boards and management—change. This session will explore evolving board roles, thoughtful approaches to board composition and succession planning, and ways to foster productive engagement between directors and management.

Panelists will discuss identifying the skills and characteristics boards need, planning for leadership continuity, strengthening boardroom dynamics and trust, and developing governance structures that support long-term growth, accountability, and resilience.

As public companies grow in scale and complexity, risk management must evolve beyond siloed compliance processes to become an integrated driver of strategic, financial, and operational resilience.

This session will explore practical strategies for boards and management teams to reposition risk management as a value driver, integrate resilience into planning and operations, strengthen cross-functional coordination, and embed resilience into organizational culture.

The board’s role in strategic planning is one of the least defined areas of corporate governance, and the right approach can vary by organization, over time, and based on the respective strengths of the board and management teams.

This interactive workshop will help participants consider the different roles a board can play in strategic planning, how to establish alignment on the right approach, how to get the most from both the board and management team, and how to avoid pitfalls that can derail strategy and execution.

Executive compensation programs must increasingly balance talent retention, performance alignment, shareholder expectations, and governance best practices.

This panel will explore how companies can evolve compensation strategies to support long-term value creation while navigating regulatory scrutiny, investor expectations, and changing market dynamics. Topics will include compensation committee oversight, incentive design, pay transparency, succession considerations, and alignment with company strategy and risk management objectives.

Companies are navigating a more challenging shareholder engagement environment shaped by regulatory requirements, changing voting practices, and the evolving role of proxy advisory firms.

This session will explore how companies can strengthen investor relationships and develop effective frameworks for shareholder engagement, activism, and governance challenges. Topics will include board and management involvement, investor outreach, messaging alignment, vulnerability assessments, the use of AI and other technologies, and maintaining credibility during periods of heightened scrutiny.

AI presents boards with a distinctive combination of rapid technological change, broad business impact, regulatory uncertainty, and evolving expectations for oversight.

This session will examine the board’s role in assessing AI’s impact on business models, competition, capital investment, and the workforce; identifying opportunities and risks; integrating AI into strategy; and developing meaningful metrics for oversight and decision-making.

Panelists will also address how boards can constructively use AI themselves—and what practices should be avoided to protect confidentiality and maintain trust within the boardroom and with management.