COMMIT!Forum Breakout Sessions



11:15 a.m. – 12 p.m. Managing Reputation Risk: A Low-Tech, High-Touch, Cross-Functional Process 

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Board-level interest in reputation risk is high. The board isn’t satisfied with Info:rmation the CFO or chief risk officer provides about reputation risk. This creates an opportunity for executives who worry about risk to apply their expertise, organize cross-functional leadership, improve assessments of systemic reputation risks and make plans for addressing them.

Recommendations go directly to the board—consensus requests from a cross-section of senior leadership, not one executive. This has many advantages:

  1. The requested resources are for proactive effort
  2. The other functions are already “on-board” with approved plans
  3. The “ask” is not a one-time, case-building exercise, but instead becomes a process the board mandates going forward.


Breakout Session 1-B            

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Details coming soon.


Breakout Session 1-C

More Info: Details coming soon.


12:15 – 1 p.m. Understanding the Impact of Reputation 

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Most organizations know how to build a brand and manage risks to revenue, facilities, and customers, but, what about reputational risk—the intersection between branding, daily operations, and stakeholder perceptions?

This session will discuss the 2016 Reputational Risk Report conducted by Standing Partnership and Edison Research, which surveyed executives to identify how companies manage reputational risk. We’ll compare effective and ineffective reputational risk and provide five steps for reputational risk mitigation. Audience members will leave equipped to assess their organization’s reputational risk management approach and take steps to factor reputational risk into its business culture.


A View From The Top: Governance of the Corporate Sustainability Function 

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There has recently been a surge in investor interest in the role of corporate boards and how they drive sustainability performance. Investors are calling for “climate/sustainability-competent” board members and championing the idea of diversity at the board level. Now, companies are starting to respond. Over a third of large US companies have started to formalize systems for sustainability oversight at the board level. This plenary panel will examine the drivers of this trend, including investor interest, feature corporate responses, and will overview research on the emerging best practice in this space.


Best Practices in Advancing Women in Middle Management 

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To achieve diversity goals and maximize business performance, companies need to advance women in middle management. How do we expedite their advancement? We’ll answer this and provide real-world experience and best practices from people who are making it happen.


Issues we’ll address:

  • Do women’s initiatives work?
  • Where/how are women advancing to senior leadership?
  • Do women on boards of directors really help other women advance?
  • Do women in senior leadership really help those in middle management?
  • Sponsorship vs. mentorship programs—what works?
  • What can women in middle management do to advance?
  • Managing the pushback of being an assertive woman in middle management.



9 – 9:45 a.m. Breakout Sessions

3-A Breakout Session

3-B Leveraging Mobile Technology to Create More Sustainable Supply Chains

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Even the best supply chain managers struggle with maintaining ethical labor standards because of unaccountable supply chains and unreliable data. Mobile technology offers unique and innovative solutions to this issue by creating an easily accessible platform for workers to share information about working conditions that is accessible to brands, suppliers, and factory managers. It is just as important, however, for workers to have their own access to transparent metrics on workplace conditions. Check out how the CEO of a Silicon Valley-based supply chain data company is leveraging mobile technology as a sustainable solution to creating and managing sustainable supply chains.

Creating a Culture of Purpose and Engagement: The Approach, Programs and Results

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Engaged, motivated and high-performing employees are essential for business success. Building a purpose-minded culture in which employees thrive and a workplace that attracts high-caliber talent is on every leader’s mind. But with nearly 70% of today’s corporate workforce actively disengaged* careers, companies are looking for new and creative solutions to eliminate disengagement while expanding and evolving their role as active and conscious community members.

The rise of the purpose-driven professional presents a new set of challenges and opportunities for a workplace looking to recruit, develop and retain their workforce. Learn about Common Impact’s three-pronged approach to building a sustainable workforce and about the companies that have implemented successful programs.





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