Paris Conference Agenda

Day 1:
Wednesday 6th December 2017
08:15 - 09:00
Delegate registration
09:00 - 09:20
Opening Remarks
09:20 – 09:50
Opening Keynote
09:50 – 10:50
Plenary 1: Protectionism versus globalisation
10:50 - 11.20
Networking refreshment break
11:20 – 12:20
Plenary 2: The strategy for sustainable finance

Institutional investment in sustainable infrastructure is fractional and far from what is needed to meet the UN Sustainable Development Goals by 2030. Coupled with a pension deficit in Europe estimated at around EUR 428 bn, the demands for better mobilisation of capital has never been so great. What are the best ways to facilitate public and private sources of capital towards sustainable investment? And how is the European Commission addressing the integration of sustainability factors into new rules for the financial sector? 

12:30 - 13:30
Hosted Sessions
13:30 - 14:20
Networking buffet lunch
14:30 - 15:30
Plenary 3: Responsible capital allocation

Excess cash and cheat debt call for intense scrutiny on capital allocation. How companies are deploying their capital through acquisitions, capex, R&D, share buybacks or dividends shape their ability for long-term development. Current trends highlight risks for innovation. They also undermine the necessary cohesion between the different stakeholders, in particular shareholders and employees. How can companies (by setting clear capital allocation strategies) and investors  (by setting expectations via voting and engagement) address the subject in order to tackle short-termism? 

15:30 - 16:30
Company and investor meetings (limited to 4 companies)

Local companies are invited to meet with global investors to discuss their governance and strategy arrangement for the year ahead. 

17:30- 21:30
ICGN Conference Dinner
Day 2:
Thursday 7th December 2017
08:30 - 09:00
Delegate registration
09:00 - 09:10
09:30 - 10:30
Plenary 4: Optimising board effectiveness and equilibrium

There is common consensus around the value of board diversity to enhance the quality of decision0making and overall effectiveness. However, many markets still struggle to achieve tangible progress in balancing gender representation and diversity in general. What are the most effective measures to encourage change- mandatory quotas or market-led solutions? How is the subject addressed by investors in company engagements and what resources do they have at their disposal to make informed decisions? Is diversity any better in investment houses and, if not, how can improvements be made? 

10:30 - 11:00
Networking refreshment break
11:00 - 12:00
Plenary 5: Enhancing the quality of investor stewardship for strategic company engagement and long term success.

How will new transparency rules impact the quality of shareholder engagement on investee company strategy and long term performance? How can asset owners ensure that their duty to incorporate ESG considerations in investment decision-making is effectively delegated? How this is communicated as part of company engagement efforts and what are the escalation techniques where dialogue is failing? 

12:10 - 13:10
Hosted sessions
13:10 - 14:00
Networking buffet lunch
14:00 - 15:00
Plenary 6: Incentivising for longer term thinking and behaviour in the investment chain

Incentive structures throughout the investment chain are said to be flawed and at odds with the long term liabilities of underlying beneficiaries. Pay seems to be less associated with the long term performance of companies and more about short term returns. How can this be addressed? Will enhanced transparency encourage positive change? How can asset manager remuneration be better aligned with the profile and duration of asset owner liabilities? 

15:00 - 16:00
Plenary 7: Encouraging greater stakeholder inclusivity in corporate governance

In most jurisdictions, companies are required to have regard to the interests of relevant stakeholders in pursuing long term success. However, many consider that more could be done to ensure that companies are run- not just for the benefit of shareholders- but for wider stakeholder interests. Ways in which this could be achieved include greater board diversity, advisory committees or designated non-executive directors to represent stakeholder interests. How do these approaches work in practice and what are the effects on the traditional role of directors and shareholders in keeping a check and balance on corporate governance? 

16:00 - 16:15
Closing remarks