Dobro došli na stranice Hrvatskog Instituta Direktora!
Hrvatski Institut Direktora je neovisna, dobrovoljna i neprofitna udruga fizičkih i pravnih osoba osnovan u Splitu, 06. srpnja 2007. god., s osnovnim ciljem djelovanja da se funkcija direktora, članova upravnih i nadzornih odbora obavlja kao zasebna interdisciplinarna profesija.
Hrvatski Institut Direktora je ravnopravni član Europske konfederacije udruženja Direktora – ecoDa i nezavisni je glas koji teži izvrsnosti u onome što radimo. Obrazovni program i konferencije, politika rada, vrednovanje radnih skupina s naglaskom na otvorena pitanja korporativnog upravljanja i njeno usuglašavanje sa Europskom Komisijom i Parlamentom su naš doprinos unutar Europske konfederacije Direktora.
Ponosni smo što je naša udruga dugogodišnji pokrovitelj znanstvene konferencije OFEL – u svezi korporativnog upravljanja. Naši članovi su aktivni u znanstveno - istraživačkoj mreži SEE CGAN za razvoj korporativnog upravljanja u jugoistočnoj Europi te u radnim skupinama ecoDa – glasu Direktora u Europi.
Pozivam sve zainteresirane da odvojite nekoliko trenutaka i istražite naš svijet pregledavanjem naše web stranice. Izuzetna mi je čast da nas kontaktirate i pridružite se našim nastojanjima razvoju korporativnog upravljanja u Republici Hrvatskoj.
Dr.sc. Ljiljana Katičić
Predsjednica Hrvatskog Instituta Direktora
G20/OECD Principles of Corporate Governance
Zahvaljujemo se svim našim individualnim i korporativnim članovima te partnerima CID-a na suradnji u poslovnoj godini koju ispraćamo. Želimo u suradnji sa Vama tijekom 2017. god., ostvariti obilje individualnih i korporativnih poslovnih rezultata u razvoju profesionalnih sposobnosti članova nadzornih i upravnih odbora te promociji vodstva koje je vitalno za poslovni svijet!
Blagoslovljen Božić i uspješnu 2017. god.!
Dr.sc. Ljiljana Katičić
EU Institutions reached a deal on the Shareholders Rights Directive last week under the Slovak Presidency. The compromise represents a step forward by promoting the reliability of proxy advisors, by stimulating shareholder dialogue and shareholder monitoring, (also in relation to executive remuneration) and by increasing the scrutiny on related parties’ transactions.
The judgement whether the directive will effectively lead to more engagement and long-term thinking from institutional investors and succeed in facilitating the exercise of shareholder rights is certainly more controversial. Especially in models with dispersed shareholding, it remains to be seen whether this Directive will ultimately result in more effective shareholder monitoring. As ecoDa questioned in previous position papers, turning passive and fragmented shareholders into active monitors is a great challenge. The result could well be that it will create a much more powerful position in a very concentrated market of proxy advisors (with potentially a kind of concerted action above the 30% level). Is that what the EU wants to achieve? Should we, at the same time, not devote more energy to further developing the professionalism of boards as the first monitor, whatever the shareholding model might be?
At the other hand, ecoDa is pleased that the EU directive explicitly recognizes the differences in corporate governance models that prevail in European Member States. The compromise offers indeed more flexibility to Member States, e.g. in the way they plan to implement the say on pay. The directive also moves away from the one-size-fits-all approach and allows SMEs to make remuneration one item on the agenda of the general assembly without a formal vote.
As stated by Lutgart Van den Berghe (Chairwoman of ecoDa’s Policy Committee), “the EU is not evolving away from the Comply or Explain example”. For instance, proxy advisors must specify their reference code of conduct and if they do not apply it, they have to explain why. Institutional investors and asset managers must publish annually how their commitment policy has been implemented. “It is now up to the business community to make it work“, as added by Lutgart Van den Berghe.
The compromises comes at a point in time when the debate on Corporate Governance is shifting to a more stakeholder-oriented approach and when there is a growing demand to balance better the interests of shareholders with the interests of other stakeholders. “Companies should develop a governance model that allows them to make decisions in the long-term interest of their company, their shareholders, and other stakeholders. If too much attention is paid to excessive formalism, we may lose sight of the true essence of good governance: Making the enterprise not just more governance-compliant, but more successful and sustainable for all.” concluded Turid Elizabeth Solvang, ecoDa Chair.
The European Confederation of Directors Associations
ecoDa Season's Greetings
As we reach the end of 2016, let's celebrate our achievements. Here is a recollection of our past events in a nutshell:
We thank all our members, our Corporate Associates and partners for their cooperation in the year gone. Another year is coming up with a bunch of new opportunities and news challenges.
We hope that the New Year would gift us with your continuing support. In these times of turmoil, creating communities of trust and demonstrating leadership is vital for the business world.
We wish you a Merry Christmas and a lovely season's holiday,
With warm regards,
Turid Solvang (ecoDa Chair), Béatrice Richez-Baum (ecoDa Secretary General) and Xiaoji Zhang (Office Manager)
Read more >>
Don't forget to register for ecoDa/ACCA joint conference on 11 January 2017- we have limited places left!
“Aligning Corporate Governance and culture: What’s in it for the board?”
11 January 2017, 12.30pm-14.45pm (preceded by a light lunch), Press Club rue Froissart 95, 1000 Brussels
No company would deny the existence of the link between corporate governance and culture of the organisation, as unfortunately highlighted by recent examples of corporate dysfunctions. Some investors believe that the state of corporate culture manifest among those who are responsible for corporate leadership, and are increasingly eager to meet the board and senior management.
The challenge is that there is no single model of corporate culture or governance that works for all, there is “no one size fits all. The good news is, however, that corporate culture - and nurturing a healthy one - is a challenge to everyone, and evidences are building up with examples of culture facilitating better performance and building harmonious teams. Besides, corporate culture is not static: as organisations go through different stages, their culture will inevitably be impacted as well as its fit with the organisations’ goals. When the leadership of an organisation change, this will also impact what happens to the rest of the organisation – tone at the top is identified as one of the most decisive factor on corporate culture. This means that the board is in a strategically important position to start a positive culture change, by aligning it with the long term strategy of the organisation.
ACCA (the Association of Chartered Certified Accountants) and ecoDa are delighted to invite you to a panel discussion aiming to share best practices and real life examples of how companies successfully achieved a culture change and how it works in reality.
RSVP by 22 December to Cécile Bonino ACCA’s Head of EU Affairs : firstname.lastname@example.org
12.00pm Registration and light lunch
12.30pm Welcome speech by Turid Elisabeth Solvang, Chair of ecoDa & Co.Founder of the Norwegian Institute of Directors
12.40pm Key note speech Cora van Nieuwenhuizen, MEP
12.50pm Panel discussion, moderated by Maija Laurila, Head of unit, Corporate Governance, DG JUST, European Commission
Case study family Business: Matthieu Leclercq, President, Decathlon
Peter Montagnon, Associate Director, Institute of Business Ethics
Will Oulton, Chairman, Eurosif
Jo Iwasaki, Head of Corporate Governance, ACCA
14.30pm Concluding remarks by Maija Laurila, Head of unit, Corporate Governance, DG JUST, European Commission
Programme details :
Hotel booking form etc…