<p class="MsoNormal">Omar Al-Wahaibi was appointed as EHC’s CEO in November 2011. Previously, Omar was the CEO for Haya Water (Oman Wastewater Services Company S.A.O.C.) since its establishment in 2003.</p><br /> <p class="MsoNormal"><span lang="EN-US" style="background-image: initial; background-attachment: initial; background-size: initial; background-origin: initial; background-clip: initial; background-position: initial; background-repeat: initial;">He holds a BSC Degree in Mechanical Engineering from University of Manchester Institute of Science and Technology and began his career at Petroleum Development Oman (PDO) where he held several different positions including serving in Shell Exploration and Production in the Hague from 1998 until 2001. He is also a Board Member at Oman Broard band Company, The Gulf Cooperative Council Interconnection Authority(GCCIA) and REN - Redes Energéticas Nacionais of Portugal.</span><span style="font-family: Verdana, sans-serif; background-image: initial; background-attachment: initial; background-size: initial; background-origin: initial; background-clip: initial; background-position: initial; background-repeat: initial;"> </span> </p>
<div>Chris Hodge is an experienced policy-maker who has worked at the highest levels with business, investors, regulators, governments and international organisations, and has written and presented extensively on the topics of governance and stewardship.</div><br /> <div>He is currently acting as an advisor to ICSA: The Governance Institute and Nestor Advisors, the corporate governance consultancy. He is also a member of the Hellenic Corporate Governance Council and Hawkamah’s International Advisory Board.</div><br /> <div>For ten years until 2014 Chris was Director of Corporate Governance at the UK’s Financial Reporting Council. He was responsible for developing and promoting the UK Corporate Governance Code, one of the earliest and most influential codes for companies. Chris was also responsible for introducing the first national stewardship code for investors in the UK in 2010. Similar codes have since been introduced in many other countries.</div><br /> <div>Between 2014 and January 2016, Chris was the FRC’s Strategy Director. In this capacity he was responsible for developing the FRC’s overall strategy for 2016-19 and overseeing and co-ordinating its external communications, public affairs and international influencing activities.</div>
<div>Adrian Bertrand is the head of Africa at UNPRI. In this role, Adrian is responsible for raising awareness about the materiality of ESG issues for investment processes among asset owner, investment manager and service provider signatories to the UN-supported PRI across the African continent. Adrian supports new and existing PRI signatories in their voluntary implementation of the PRI Principles through best practice development and dissemination, and institutional shareholder collaboration opportunities in Africa.</div><br /> <div>Prior to PRI, Adrian spent four years as the ESG Manager at the Government Employees Pension Fund (GEPF), where Adrian was responsible for managing and implementing the GEPF’s Responsible Investment programme.</div><br /> <p> </p>
<div>Dr. Ashraf Gamal El Din is the Chief Executive Officer of Hawkamah, the Institute for Corporate Governance, the DIFC. He is also a jury member of the Arabia CSR Award. Prior to joining Hawkamah, Dr. Ashraf was the Executive Chairman of Egypt Post. Before that, he was the Deputy Executive Director of the Egyptian Banking Institute, the training arm of the Central Bank of Egypt. He was also the founder and Project Manager of the Egyptian Corporate Responsibility Center working on promoting the concepts and application of CSR in Egypt. Furthermore, he was the Executive Director of the Egyptian Institute of Directors (EIoD), the Institute of Corporate Governance in Egypt and the Arab Region Dr. Ashraf served as a board member and head of the Audit Committee in a number of listed, non-listed, State Owned and family owned companies. He also served a member of the General Assembly of the Holding Company for Transportation</div><br /> <div>Furthermore, Dr. Ashraf is an Associate Professor of Management, Faculty of Commerce, Cairo University and holds a PhD degree from Manchester University, UK, and a Master’s degree in Public Administration from Carleton University, Canada. He further holds a Bachelor degree in Business Administration from Cairo University with highest honor. Dr. Ashraf worked as head of Business Administration Department at Nile University for Graduate Studied, affiliated with the Ministry of Communication & Information Technology. Since 1997, he taught a large number of management and business courses in Egypt, the US, and the Gulf Area.</div>
H.E Hamad Buamim
<div><strong>Hamad Buamim</strong> has been the President & CEO of Dubai Chamber of Commerce & Industry since November 2006. He also serves as the Deputy Chair of the World Chambers Federation - ICC in Paris.</div><br /> <div>Educated in the USA, Buamim graduated with Honors (Magna Cum Laude) from the University of Southern California - Los Angeles in 1996 with a Bachelor of Science in Electrical Engineering. In 2002, he obtained an MBA with Honors in Finance from the University of Missouri - Kansas City.</div><br /> <div>Buamim is a Member of the Board of Directors of the UAE Central Bank, Managing Director and Board Member of Dubai World, Chairman of National General Insurance and Board Member of Union Properties.</div><br /> <div>Previously, Buamim served as Chairman of Emirates Financial Services, Chairman of Emirates NBD Capital and Board Member of Emirates NBD Bank and Network International.</div>
Hawkamah to Convene Experts to Examine Corporate Culture at 10th Annual Corporate Governance ConferenceConference held under the topic of ‘Corporate Culture: The Secret...
For a corporate governance framework to be effective, the organization’s leadership values and principles must be reflected in day-to-day activities and executive behavior. Corporate governance is essentially about behavior and this session looks at how companies can work on their corporate culture by incentivizing the right behaviors.
This session aims to set the scene for the rest of the day. The session will cover the concept of culture in general, the meaning of corporate culture, and what are the elements of corporate culture. The session also discusses the process of making decisions in companies and the effect of culture on the process.
The board of directors is responsible for deciding on the direction of the company, approving the strategy, and setting the company’s values and ethical standards. This session aims at presenting some of the key areas that the board in charge of and that directly affect the corporate culture. This includes the tone at the top, risk appetite, internal audit systems, values and ethics, remuneration and KPIs.
Board rooms are typically male dominated. The session explores how to overcome cultural barriers to more female representation in the boardroom and how board diversity can positively impact the overall corporate culture.
It has been said that “culture eats strategy for breakfast”. This one-on-one interview will focus on the role of the Chairman in creating the culture within the boardroom and across the organization to support the achievements of business goals.
In this session a Chairman of one of the organizations that went through a successful process of culture change will be interviewed. The interview will focus on the reasons that led to desire to change the organizational culture, how it was done, and what are the lessons learnt from the experience.
This session aims to discuss ways in which we can measure and assess corporate culture. This includes key parameters in evaluating corporate culture.
Should regulators be concerned about corporate culture? What are the elements of culture that regulators should keep their eyes on? Can regulation and enforcement change corporate culture?
What are the latest regulatory changes regarding corporate culture? These are some of the questions this session aims to answer
There is a strong correlation between sustainability practices and firm valuation.
Sustainability relates to the business approach that creates long-term shareholder value by embracing opportunities and managing risks deriving from economic, environmental, and social developments.
However, sustainability practices often require a change in mindset and in behaviors pf employees, .i.e., in corporate culture. This session focuses on implementation of cultural change in the context of sustainability.