Advancing exemplary board leadership - for directors, by directors.
The NACD New Jersey Chapter provides educational programs for board members,
prospective board members, and CEOs. Our meetings focus on both the practical aspects of board service and the latest developments in leading practices and corporate governance. Attendees include directors and senior executives from New Jersey based public and private companies, as well as nonprofit organizations.
Join Nukk-Freeman & Cerra, PC co-founding Partner Katherin Nukk-Freeman and Laurie Hays, Managing Director, Special Situations at Edelman PR for this important webinar. Moderated by Trish Oelrich, Director NACD NJ, and the Federal Home Loan Bank Office of Finance.
Public allegations of sexual harassment are not only bad for a company's corporate culture and morale, but can significantly harm an organization's reputation and brand. Because of this risk, Boards of Directors have an obligation to disclose certain harassment claims to shareholders. Harassment complaints, if not handled properly, can negatively affect a company's profitability and/or stock prices, leaving the company vulnerable to shareholder lawsuits and directors exposed to potentially damaging claims. Among the topics we plan to cover:
Why Boards should care about #metoo - their role in setting the tone and culture for a harassment-free workplace and summary of some recent high profile cases
The impact on the company when #metoo issues occur - cost, legal exposure, reputation and retention
Best practices of a proactive Board - strategies to avoid and/or decrease the likelihood of harassment claims
How Boards should respond when a #metoo incident occurs - strategies to avoid common crisis management and external communications pitfalls.
Oversight of corporate culture is a key responsibility for boards that has been affirmed in proxy statements, annual reports, and on websites of many public companies. While recognizing the importance of overseeing corporate culture, boards can experience difficulty assessing it. The process of assessing culture is often seen as more qualitative, and less quantitative. Paul DeNicola, Principal, PwC Governance Insights Center, and Trish Oelrich, Director Federal Home Loan Bank Office of Finance will lead this interactive session with a case study and peer exchange which looks at ways to better assess company culture.
Headlines are everywhere with predictions about how artificial intelligence and machine learning will transform virtually all businesses, including the potential for re-engineering our work force. Corporate giants, governments and universities are already investing heavily in AI on a global basis. Our March 21 program will explore both the theory and practical application of business strategy, competitive threats, investment decisions, risks to be managed, and how AI surely will impact the culture of our companies.
Existing enterprise risk management (ERM) approaches may no longer be sufficient to address risks that are complex, less well-known or highly disruptive to business. And the traditional ERM identification and tracking methodologies may be insufficient to address this new risk environment. You'll leave this program with practicable tools to help your board â€”
Identify and assess risks through a different lens
Calibrate the effectiveness of your company's enterprise risk management, tracking and mitigation
Anticipate new developments as the risk environment continues to evolve
Capitalize on those risks that can be converted to opportunities
Improve the quality of engagement and discussion of risk
Non-profit board members are often asked to step beyond the roles of corporate directors, contributing to development as well as hands-on resources. And while they are subject to many of the same duties, they may not have the benefit of the legal, governance and financial expertise and advice. Our experts will assist non-profit board members in filling the gaps, including : What is the role of a nonprofit board member and how might it differ from a corporate board member? How can you assess board governance and what questions should you be asking management? What are the board vs. enterprise risks and how do you spot check the risks?