ESG Think Tank

Co-Chairs’ Opening Remarks

Nora Lovell Marchant
Vice President, Global Sustainability
American Express Global Business Travel

Sarah Altschuller
Business & Human Rights Counsel
Verizon

What makes a “Best-In-Class” ESG Program: ESG as an Organizational Priority

Part I — Defining and Creating Value Through ESG and Your Strategy: The Key Pillars and Priorities Needed for an Effective, Enterprise-Wide Program

Reagan R. Demas
Partner
Baker & McKenzie LLP

Lisa Tanzi
Deputy General Counsel & Corporate Secretary
SiriusPoint

Successful ESG Strategy and Operations is not about financials, disclosures, climate change and diversity alone. Identifying the right frameworks, material issues and the key metrics to focus on must be an organizational priority to create value through your ESG principles.

Join us in this interactive session as we discuss key considerations for developing an effective ESG strategy, such as:

• Tying all three elements of ESG into consolidated reporting to showcase viability and profitability
• Collaborating and gaining insight throughout the entire organization to determine and act on common ESG goals

Part II — Identifying the Key Data, Metrics and Risk Factors to Prioritize in Your Program

Brooke Hopkins
Managing Director
AlixPartners

Christine Riley Miller
Senior Director, Reputation & ESG
BeiGene

We will gain insight from the panel, and open the floor for our faculty members and attendees to benchmark with other companies and discuss strategies for implementing a viable ESG program, such as:

• Using ESG criteria to evaluate the environmental and social impacts of a business
• Identifying key internal partners to aid in developing a program that aligns with business priorities and organizational culture
• Evaluating Risk Controls
• Identifying and expanding the key metrics in your organization to address emerging and urgent issues that may not be well-represented in formal reporting standards
• Centralizing the data to deliver actionable intelligence and consistency
• Collecting, digesting and disclosing data to the Board, C-suite and key stakeholders

Part III — You Have Your Program; Now What? “Operationalizing” ESG
Translating Your Policies and Values into Action to Enhance Competitiveness, Transparency, and Satisfy Internal and External Stakeholder Expectations

Nora Lovell Marchant
Vice President, Global Sustainability
American Express Global Business Travel

Michael Murphy
Partner
Gibson Dunn & Crutcher LLP

In this session we will take a deep dive into fully implementing targeted ESG principles into the organization, by:

• Benchmarking corporate governance practices
• Educating leadership into the new frameworks and developments

Networking Luncheon

Perspectives on SEC Reporting Requirements

Varying Interpretations, Grey Areas, and “Scoping” Your Disclosure for Regulatory and Strategic Purposes

Mark Mendelsohn
Partner
Paul Weiss

ESG reporting typically included “non-financial” data, and varied significantly between different industry verticals. This in turn presents unique challenges as to what type of information to collect, and how to identify where that data lives – particularly since there is no single framework that works for all industries.

Regardless of industry, the focus on ESG ratings is driven largely by investor demand for ESG data. Lacking definitive ESG regulations, investors rely on ESG ratings to pressure companies to disclose corporate data, with the intention of standardizing criteria and providing that information to investors.

In this session speakers and participants from a variety of different industries will have the opportunity to share how they navigate the grey areas of reporting. We will examine the need to closely and continually monitor evolving disclosure requirements and guidance, to assess whether business activities require reporting under evolving state, federal, and global standards.

Getting the Ear of the Board, Your C-Suite, and Other Key Stakeholders Demonstrating the Value and ROI of ESG Initiatives

Lisa Tanzi
Deputy General Counsel & Corporate Secretary
SiriusPoint

Zachary Huey
Environmental Attorney
Orrick, Herrington & Sutcliffe LLP

Victoria Lipnic
Head of Human Capital Strategy Group
Resolution Economics

This session will address how to communicate with and secure the buy-in of your C-suite and Board of Directors.

We will discuss best practices for highlighting the necessity, value, and ROI of ESG initiatives and reporting by: Showcasing environmental protection; social responsibility and treatment of employees; respect for human rights; anti-corruption and bribery; and diversity on corporate boards

Networking Break

Audience Polling - ESG and Human Rights Due Diligence in Practice

Scoping, Evaluating and Mitigating Evolving Legal and Reputational Risk Factors

Sarah Altschuller
Business & Human Rights Counsel
Verizon

Jim McWeeney
CEO
Integrity Risk International

The clarion call for greater corporate accountability on the ESG human rights front is accelerating concerns about new legal and reputational liabilities for business. It also raises urgent, practical questions about how human rights due diligence is scoped, evaluated, and integrated into existing risk management processes.

What constitutes rigorous care in this new era of enhanced scrutiny of enterprises’ efforts to mitigate human rights abuse risks? Join us for takeaway tips and informed insights designed to:

• Help ensure enterprises are aware of their blind spots
• Determine how to take practical steps to address them
• Adhere to defensible standards of care when it comes to human rights due diligence

Translating Reporting into Action: Embedding ESG into the Corporate Strategy

Paul White
Partner
Resolution Economics

Stephen Zumbrun
Environmental Associate
Blank Rome LLP

Asha J. Palmer
Chief Ethics & Compliance Officer & EVP, Converge
Convercent by OneTrust

Ulysses Smith
ESG Senior Advisor
Debevoise & Plimpton LLP

ESG is no longer a siloed concept but is something that needs to be embedded in a company’s entire strategy and operations. Companies are facing growing pressure from investors, regulators, shareholders, customers and employees to transform their business with an ESG lens in everything they do. To embed ESG into the operating model, it’s necessary to understand requirements for workforce, supply chain, operations, controls, technology, infrastructure, and governance.

In this session our faculty members will discuss all aspects of reporting in the ESG spectrum, with real world examples of the metrics and key data points that are needed for your reporting to satisfy investors, regulators, board members and talent.

Welcome Cocktail Reception and Pre-Registration for FCPA Main Conference