Speakers

Press

10th
Aug
2016

Hawkamah to Convene Experts to Examine Corporate Culture at 10th Annual Corporate Governance Conference

  Conference held under the topic of ‘Corporate Culture: The Secret...
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Archive

  • 2015

    • Dubai, UAE
    • Keynote Address: H. E Mohammed Ahmed Bin Abdul Aziz Al Shehhi, Undersecretary for Economic Affairs – Ministry of Economy, UAE
    • Title: "Creating Value through Governance – The Cases of State & Family Owned Enterprises”
    • Participants over 180 from 12 countries
    • Main sponsors: Protiviti, Boardvantage, BoardPad, DP World, Bank of Sharjah, Diligent Boardbooks, Weil Gotshal & Manges, CSR Arabia, etc…
  • 2014

    • Dubai, UAE
    • Keynote Address: H.E Essa Kazim, Governor & Chairman, DIFC Authority & DIFC Investments
    • Title: "Accountability and Long-Term Sustainability"
    • Participants over 200 from 16 countries
    • Main sponsors: Aseer Company, Mubadala, National Bank of Abu Dhabi, Dubai Islamic Bank, Bank of Sharjah, Dubai Chamber, Boardvantage, CPI Financial
  • 2013

    • Dubai, UAE
    • Under the Patronage of: Ministry of Economy, UAE
    • Title: "Corporate Governance is Leadership Excellence"
    • Participants over 250 from 12 countries
    • Main sponsors: Aseer Company, Du, Future Pipes Industries, Amana Buildings, DP World, Bank of Sharjah, CPI Financial, CNBC Arabia
  • 2011

    • Dubai, UAE
    • Under the Patronage of: Ministry of Economy, UAE
    • Title: "Words to Action: The Next Regional Corporate Governance Challenge"
    • Conference Declaration
    • Participants over 250 from 13 countries
    • Main sponsors: Du, Future Pipes Industries, Bank of Sharjah, Bank Muscat, Financial Times, CPI Financial
  • 2010

    • Muscat, Oman
    • In association with Oman Capital Market Authority
    • Title: "A New Leaf: The Growth of Corporate Governance in the Region"
    • Conference Declaration
    • Participants over 350 from 13 countries
    • Main sponsors: Oman International Bank, Bank Muscat, Omantel, Thomson Reuters, CPI Financial
  • 2009

    • Dubai, UAE
    • In partnership with OECD
    • Title: "Emerging Middle East Markets and the Corporate Governance Imperative"
    • Conference Declaration
    • Participants over 150 from 13 countries
    • Main sponsors: ADCB, Bank Muscat, Latham & Watkins
  • 2008

    • Doha, Qatar
    • In association with Qatar Financial Market Authority
    • Title: "Corporate Governance: Is the Region Becoming a Global Player?"
    • Conference Declaration
    • Participants over 200 from 13 countries
    • Main sponsors: Doha Bank, Qatar Financial Regulatory Authority
  • 2007

    • Dubai, UAE
    • In partnership with DIFC Week
    • Title: "Financial Markets and Corporate Governance"
    • Conference Declaration
    • Participants over 400 from 15 countries
    • Main sponsors: Dubai International Financial Centre (DIFC)
  • 2006

    • Dubai, UAE
    • In partnership with OECD
    • Title: "Towards Sound and Efficient Financial Markets and Banking Systems"
    • Conference Declaration
    • Participants over 150 from 13 countries
    • Main sponsors: Mastercard, PWC, Citigroup, EFG Hermes

Press

Creating Corporate Culture

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’s role in defining and monitoring culture

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.

 

Diversity in the board room – How to change the culture

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.

 

A Chairman’s Interview – Leadership and the creation of good 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.

 

Measuring Corporate Culture

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

 

Corporate Culture, Performance, & Sustainability – the implementation challenge

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.