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The FRC has led the debate in the UK and produced its report ‘Corporate Culture and the role of Boards’, which explores the importance of culture to long-term value. The issues are global, of equal importance to US investors and corporates taking decisions on asset allocation and strategy.
-How does corporate culture affect long-term value?
-Who is responsible for corporate culture?
-How important is ‘tone from the top’ for driving behaviour and culture?
-How can you measure, monitor and report on culture?
-How can you embed values and behaviour across all levels of the organisation?
The FRC’s report is based on the contribution of several of the UK’s leading financial institutions as well as interviews with more than 250 chairmen, CEOs and leading industry experts, from the UK’s largest companies.
Stakeholders and society have a vested interest in healthy corporate values, attitudes and behaviours that lead to sustainable growth and long term economic success.
Since the financial crisis though, trust in business has unquestionably suffered. The public, media, and politicians are more willing to openly criticise companies when they see inappropriate behaviour. In today’s digital age, corporate failings can escalate quickly causing lasting damage to a business’ reputation and fortune. Companies must establish a culture that prevents poor behaviour, which operates through all levels of the organisation and which becomes embedded in the mentality of all staff.
This event will bring together those with an interest in drivers of long term corporate performance including, asset managers and investors, chief executives, non- executive directors, chief risk officers, finance directors, company secretaries, HR directors, external and internal auditors, professional advisers, regulators and professional bodies.