Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy...

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Sundkrogsgade 5, DK-2100 København Ø CVR-nr.: DK 62 60 67 11 Virksomhedsjuristprisen 2017

Transcript of Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy...

Page 1: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Sundkrogsgade 5, DK-2100 København Ø CVR-nr.: DK 62 60 67 11

Virksomhedsjuristprisen 2017

Page 2: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 2

ProgramKl. 11.10 - 11.55 Tema 1: Compliance - showstopper eller forretningsmulighed?

v/ Christian Kledal, General Counsel, A.P. Møller - Maersk A/S og Hans Jakob Folker, partner, Kromann Reumert

Kl. 11.55 - 12.40 Tema 1 (fortsat): Compliance – et eksempel fra virkeligheden

v/ Peter Istrup, Head of Legal - International, Arla Foods amba

Kl. 12.40 – 13.30 Frokost

Kl. 13.30 - 14.15 Tema 2: Værdiskabende risikostyring

v/ Philip Badstue, Informationssikkerhedschef, Danske Spil og Jens Blomgren-Hansen, partner, Kromann Reumert

Kl. 14.15 - 14.30 Kaffepause

Kl. 14.30 - 15.15 Tema 3: Medierådgivning og paneldebat: Risikostyring af den truende, den umulige og den løbske retssag

v/ Michael Kristiansen, partner, Kristiansen+Partners og Frank Bøggild, partner, Kromann Reumert

Kl. 15.15 - 15.45 Hvad vil ledelsen have af en Corporate Counsel nu og i den nærmeste fremtid?

v/ Kåre Schultz, adm. direktør, H. Lundbeck A/S

Kl. 15.45 - 16.30 Prisuddeling med vin og en let anretning

Page 3: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Sundkrogsgade 5, DK-2100 København Ø CVR-nr.: DK 62 60 67 11

Tema 1:Compliance – Showstopper eller forretningsmulighed?Christian Kledal, General Counsel and Head of Corporate Affairs

Hans Jakob Folker, Partner

Virksomhedsjuristprisen 2017

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www.kromannreumert.com Side 4

Page 5: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 5

Page 6: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 6

Forventninger til forretningen – Moving targets

Society Law

LawBusinessSocial

contract

Frontier

expectations

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www.kromannreumert.com Side 7

Hvilke risici kan/bør/skal inddæmmes?

Korruption

Konkurrenceret

Svig

Sanktioner

Miljø

Menneskerettigheder

Kendetegn: Økonomiske og omdømmemæssige tab som følge

overtrædelse af regler som griber ind i forretningspraksis og processer, og

hvor overtrædelsen typisk er sanktioneret med en stor bøde. Hertil kommer

intern og ekstern svig, og brud på sikkerhedsprotokoller.

Page 8: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 8

Risikovurdering

Threats & IntimidationExtortions

Theft

Abuse

Facilitation

payments

Misinformation

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www.kromannreumert.com Side 9

Udfordringer

Historiske sager

Forskellige krav og standarder for arbejdets udførelse

Myndighedspraksis

Fejl og misforståelser

Loyalitet

Page 10: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 10

Governance

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www.kromannreumert.com Side 11

Anti-korruptions program

Top level commitment

Risk -assessment

Training & communication

Business partner due-diligence

Practical procedures

Monitor, review & reporting

Collaboration with other industry actors & Governments

Openness on challenges and work

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www.kromannreumert.com Side 12

Maersk’s Corporate culture

Strong management commitment

Tone from top and mid-level management

Empowerment to the individual employee

Accountability

A Speak-up culture

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www.kromannreumert.com Side 13

Løbende kontrol og undersøgelser

Compliance-undersøgelser

Intern revision

Whistleblower-undersøgelser mfl.

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www.kromannreumert.com Side 14

Er compliance en showstopper?

Forretningens synspunkt

Omverdenens forventninger

Lovgivning

Konklusion: Forretningsmulighed?

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www.kromannreumert.com Side 15

-21%

-23%

-25%

2014 2015 2016

Maersk CSR-performance highlights 2016

Reduction in facilitation payments

across vessel-operating and logistics

buinesses, 2015 baseline

59%

Hydrocarbon spills

above 10m3

1

Employee engagement score

(% positive)

76%

Safety

Fatalities

2

Relative CO2 reduction for A.P.

Moller – Maersk, 2010 baseline

25%

Representation of women in

leadership (Board of Directors)

25%

Total tax charge

(mil USD)

1,054(USD million) 2014 2015 2016

Result before tax 5,311 1,447 -843

Total tax charge 2,972 522 1,054

Tax as a percentage

of profit before tax56% 36% n/a

72%

73%

76%

2014

2015

2016

3

1

2015

2016 87%

43%

82%

45%

ML

MT

MSS

Damco

Lost-time injury frequency (LTIf)13%

10%

18%

24%

Executives

Senior Leaders

Leaders

Senior Managers

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West Africa- Compliance - Human Rights

Virksomhedsjuristprisen – 2017

Peter Istrup, Head og Legal International

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• Arla at a glance

• Arla’s growth strategy in Africa

• A “wake-up call”

• Human Rights Management and Compliance

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3.5 glasses

for everyone

To the moon

x 7

Around the

world

x 47

We have grown to become

the 4th largest dairy company in the world

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USA

We will focus on 6 regions

Nigeria

Middle East

Europe

China

Russia

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The African markets are more politically stable and growing slightly higher than the global average despite economic challengesKey highlights on Sub-Saharan Africa (SSA)

Source: Focus Economics 2016 Control Risks 2016

More than 1.3 billion

consumers by 2030.

Consumer expenditure

expected to be nearly USD 1

trillion by 2020

Sub-Saharan Africa is poised

to grow by 2.9% in 2017

and 3.9% in 2018

Poverty in SSA is decreasing

rapidly is expected to fall to

20% by 2020.

Average inflation in Africa is

expected to be 11% in 2017

and 9% in 2018

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28 August 201722

Selection of products in African markets

Arla DANO is our brand in Africa and is a top 3 brand in West Africa

Page 23: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Butter

1%

Creams

2%Margarine/Spreads

8%

Yoghurt11%

13%

Liquid Milk (Cond./Evap.)

16%

Chocolate and Malt Based

18%

Milk Powder

31%

Milk (UHT)

2017

~1.9 bUSD

The Nigerian dairy retail market is valued at ~2 bUSD – three main players dominate the milk powder category

Note: Revenue estimate based on RSP calculation @ N350/USD (December 2016)

Source: Proteus (November 2016)

Plain Milk

Powder

Brands

Market Share

2016 (%)

14.1

30.8

16.8

8

6.2

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Future outlook(Illustrative)

SSA current revenue and future ambition

SSA’s 2020 ambition is to triple revenue to 300 million euros and almost quintuple volume

Source: INT Finance, ONE SoN v110, YEF June, CSEO (September 2016)

2020

~320

2017

YEF

~240

2016

~140

+71%

+33%

SSA Revenue ambition2016-2020, million Euros

SSA Volume ambition2016-2020, Tons

31,460 54,800 150,000

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• Be close to the markets to access local

knowledge, connections and distribution

• Establish joint ventures in focus

markets with strong local partners

having expertise in sales and

distribution

• Mobile packaging units in selected

markets re-packing bulk products

• Permanent packaging facilities in

larger key markets, e.g. Nigeria and

Senegal

Arla’s business model

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SSA Core Markets business and production model

In Arla’s core markets we have either a local entity in partnership with a local distributor or a joint venture with a local distributor

Ivory Coast• MP container• 51/49 JV with

Mata Holdings

Ghana• MP container• 100% owned

Nigeria• MP factory• 50/50 JV with

Tolaram GroupSmaller local packaging sites/parachutes

Senegal • MP factory• 100% owned

Source: SSA BD

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August 28,

201727

Page 28: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

”Arla will conquer Africa!”

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We fight poverty by helping the poor to fight for their rights

and break the structures, which holds them back in hunger

and poverty.

As part of the international alliance ActionAid we work with

human rights based development in more than 40 countries

And reach more than 25 million of the world´s poor.

Action Aid was looking at our business in a critical perspective

- Published a report in 2011 on Bangladesh that put EU milk industry and Arla in a critical light

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• Reconsider interpretation of OECD Guiding Principles on

Human rights

• Agree on specific procedures, actions and deadlines

• Get an assessment on whether Arla has displayed

considerably care in regards to assessing its negative impact

on Human rights (Due Diligence)

Complaint from Action Aid Denmark

Meetings with Action Aid were progressing - we thought – but they filed a complaint to OECD´s National Contact Point in Denmark

The Mediation and Complaints-Handling Institution for Responsible

Business Conduct (Mæglings- og Klageinstitutionen for Ansvarlig

Virksomhedsadfærd):

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Arla´s export could harm basic human rights

Non-compliance with the OECD Guidelines for Multinational Enterprises

Page 32: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

“due diligence is understood as the

process through which enterprises can

identify, prevent, mitigate and account

for how they address their actual and

potential adverse impacts as an

integral part of business decision-

making and risk management”.

Due diligence prior to market entranceFocus on human rights

Page 33: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Some key elements of Arla’s commitment:

• Acceptance of the fact that sale of our products

could potentially have a negative impact, and that

we need to asses our negative impact

• To comply with OECD Guidelines for Multinational

Enterprises and UN’s guidelines on Human Rights

• To conduct relevant Due Diligence Processes

• Update Arla’s Human Rights policy

• Start reporting potential negative impact

Settlement with Action Aid

- Decisions to be pro-active instead of being re-active

Page 34: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

• Enhance internal Human Rights expertise,

Corporate Responsibility team established in

Arla International

• In-depth Assessments of Human Rights in

Nigeria and Senegal

• Training of managers in UN Guiding

Principles on Business and Human Rights

• Upgrade CSR e-learning to cover Human

Rights

• Development of Arla Foods Human Rights

Policy

• Expansion of Whistleblower to include JV’s

Capacity building and actions

Page 35: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Assessment of the potential adverse human rights impacts related to the market effects of Arla’s milk powder import

• Right to adequate standards of living

• Right to food

• Right to housing

• Right to work

• Right to health

Human Rights Assessment in Nigeria and SenegalObjective

Page 36: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

• Collaboration with Danish Institute of Human

Rights

• Desk research

• Semi-structured stakeholder interviews

• Field study to local dairy farmers

• Value chain observations

• Systematic stakeholder consultations

• Consultation of business partners

• Sparring with DIHR, ActionAid, Care, Amnesty

International, SwedWatch, Global CSR, CBS,

frontrunner MNC’s

Human Rights Assessment in Nigeria and SenegalMixed methods

Page 37: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

• Inefficient farm methods resulting in low milk

yields, low quality and high production costs

• Lack of access to processing facilities (cold

chains, storage and processing)

• Inadequacy of infrastructure and cold chains

making market accessibility difficult

• Insufficient legislation in regard to land rights

• Lack of commercial players to source local

produced raw milk

• Lack of sufficient governmental investment in

the dairy sector

Vulnerability of small scale farmers A complexity of barriers

Page 38: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

• Arla does not potentially cause any adverse

human rights impact on local dairy farmers

through its own business activities

• Arla does not potentially contribute to adverse

human rights impact through its sale and

distribution of dairy products.

• However, Arla’s distribution and sale of imported

milk powder is linked to the present

underdevelopment in the domestic dairy sector

• Scenarios for mitigation measures are defined

Potential adverse human rights impactsKey findings

Page 39: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Human rights pre-assessment – a

CSR risk landscape

Human rights due diligence processes in Arla InternationalEmbedded in DD business processes

Integrity report –assessment of potential JV partnerHma

Partner CSR Self-assessment and dialog

Page 40: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

We became “ONE” out of two exceptions in OECD to comply250 complaints failed to bring an end to multinationals misconduct

Page 41: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

The business has embraced the CSR efforts and initiatives- The line between compliance, CSR and business has become blurred

Page 42: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

We are building Milky Way

Partnerships in Africa

• Partnership program between Arla, SEGES, the

Danish Agriculture & Food Council (DAFC) and

CARE to support job creation and market

driven sustainable growth in the dairy value

chain in Nigeria

• Partnership with Nigerian training and

knowledge organizations to train farmers and

dairy processors on-site

• Partnership with Nigerian farm clusters to build

viable and sustainable dairy business

models

• Partnership with Nigerian companies to build

an efficient dairy value chain

Page 43: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

The aim of the Milky Way Partnership is to create market-driven sustainable growth in Nigeria’s dairy value chain

Distribution

Market

Processing

Development

Handling Milk

Collection

centers/

Logistics

Milk

handling

on farm

Farm

management

Access

to

fodder/

water

Fodder

production

Project measures:

Dairy capacity building

Female empowerment

Knowledge transfer

• Purpose: Support market driven

sustainable growth in the dairy

value chain

• Focus: Training and capacity

building of farmers and dairies to

deliver to a commercial dairy

market; create offtake opportunity

for farmer milk

• Target groups: 3 farm pilot

clusters and 3 dairies.

• Expected impact:

o 720 farmers and 64 dairy

professionals trained

o Smallholder dairy farmers’

income increased

o New jobs in dairy value chain

created

o Female dairy farmers

empowered

• Time: 5 years

Well functioning

Partly-functioning – needs development

Poor-functioning – needs development

Page 44: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Local Dairy Production Facility and Technology Transfer Centre

Arla’s long term vision for Africa is to invest in local dairy production and drive technology transfer - starting with Nigeria in 2017

• Arla will begin local milk production in Nigeria

• We are in discussion with the Nigerian government about creating a Milk Technology Transfer centre, similar to the Centre we have created in China

Arla Mengniu Milk Technology Transfer

Centre, China

Page 45: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Thank you

Peter IstrupHead of Legal International Arla Foods amba

Irene Quist MortensenCorporate ResponsibilityArla Foods [email protected]

Page 46: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

SUNDKROGSGADE 5, DK-2100 KØBENHAVN Ø CVR. NR: DK 62 60 67 11

Legal Risk Management

Jens Blomgren-Hansen, Partner

Page 47: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 47

Hvad er “legal risk management”?

”Legal risk management is a 360 degree evaluation of the risks facing the

company, including mutually connected and accumulating risk impacts across the

business. Legal risk management (as a discipline) also encompasses

organisational integration, delegation of areas of responsibility and current

reporting.”

Page 48: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Side 48www.kromannreumert.com

Er din virksomhed proaktiv eller reaktiv ift. risici?

Page 49: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 49

Hvad er målet?

Målet er at få kortlagt, kvantificeret og vurderet virksomhedens

risici – men ikke nødvendigvis at få elimineret sådanne risici.

Få fastlagt og implenteret en risikostrategi som gør det lettere

for virksomheden at navigere uden om de største / farligste

risici i hverdagen.

Få aftalt handlinger for så vidt de risici som skal elimineres –

eller afgrænses.

At få forankret strategien i organisationen, uddelegeret ansvar

– og sikre en løbende rapportering og opdatering.

Page 50: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 50

Legal Risk Management – Proces

”Blot 5 simple skridt – i en ofte

kompliceret proces som kræver

samarbejde på tværs af organisationen”

1. Preparation and

delimitation2. Risk analysis

3. Action plan and

recommendations

4. Implementation,

communication & anchoring

5. Periodic follow-

up/reporting & management

Page 51: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

www.kromannreumert.com Side 51

Få prioriteret – og spis “elefanten” i flere bidder….

I am NOT

contributing to

this project!

I didn’t agree

with the scope!

Who said that the

risk was not worth

considering?

I have done this

for 20 years –

there is no risk! Why all this hazzle

– it is hindering the

daily business!

Page 52: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Værdiskabende risikostyring

Danske Virksomhedsjurister

24. august 2017 v/ Philip Badstue

Page 53: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Klik 4 gange på

‘Forøge indryk’

for at få fed, 16 pkt

Klik 4 gange på ‘Formindske indryk’ for

at komme tilbage

Hvorfor…

Risikostyring er en forsikring imod hændelser der kan skade din forretning og forhindre at du når strategiske mål…

Man kan ikke forudsige og undgå alle risici, men man kan forberede forretningen til at møde dem…

Uden intelligent og lavpraktisk risikostyring risikerer du at væsentlige beslutninger,

investeringer og aktiviteter gennemføres:

…uden overblik over hvad der kan ramme din forretning

…uden (reel) status på hvordan du håndterer og imødegår hændelser

…uden overblik over tidligere ”skader” (virksomheden skal lære af erfaringer)

Konsekvensen kan være negativ omtale i pressen, tab af omdømme, økonomisk

tab, manglende compliance, bøder, licence to operate, utilfredse medarbejdere osv.

Page 54: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

Klik 4 gange på

‘Forøge indryk’

for at få fed, 16 pkt

Klik 4 gange på ‘Formindske indryk’ for

at komme tilbage

Hvad er en RISIKO…

Snevejr…

Kommer for sent…

Barn syg…

Chefen er sur…

Vækkeuret er defekt…Rødt lys…

Kører galt på cykel…

Tung myldertidstrafik…

”Strategisk mål”: Kundecenteret skal være bemandet 24/7 for at give vore kunder den bedste oplevelse.

Relaterede risici ?

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Klik 4 gange på

‘Forøge indryk’

for at få fed, 16 pkt

Klik 4 gange på ‘Formindske indryk’ for

at komme tilbage

Hvad er en RISIKO…

Snevejr…

Kommer for sent…

Barn syg…

Chefen er sur…

Vækkeuret er defekt…Rødt lys…

Kører galt på cykel…

Tung myldertidstrafik…

”Strategisk mål”: Kundecenteret skal være bemandet 24/7 for at give vore kunder den bedste oplevelse.

RISIKO: Det er en risiko for, at kunderne der ringer ind, modtager dårlig

(eller ingen) rådgivning / hjælp.

Relaterede risici ?

Årsager

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Klik 4 gange på

‘Forøge indryk’

for at få fed, 16 pkt

Klik 4 gange på ‘Formindske indryk’ for

at komme tilbage

Hvad er risikostyring

1. Forudsætningerne for risikostyring

2. Identifikation

af risici

3. Vurdering

og prioritering

4. Individuel risikostrategi

6. Monitorering

og rapportering

5. Imødegåelse

af risici

Strategi

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Klik 4 gange på

‘Forøge indryk’

for at få fed, 16 pkt

Klik 4 gange på ‘Formindske indryk’ for

at komme tilbage

Risikostyring i dagligdagen

Risk 4:Risk 3:

Risk 2:

Risk 1:

The risk that a supplier does not meet the required quality

Mitigating activity:

1. Analyze and specify the required quality

2. …3. …4. Develop procedure

description for supplier selection

Activity/Control 4:Activity/Control 3:

Activity/Control 2:

Activity/Control 1:

1. Quality reconciliation 2. Weekly status- meeting3. …4. …5. …

Plans and procedures

Plans and procedures

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© 2014 Deloitte

Hvad betyder det for hverdagen…

• Ledelsen skal foregå med et godt eksempel (tone at the top)

• Definér risikostyringsfunktionen

• Alloker den fornødne tid – identifikation, imødegåelse, rapportering og generel uddannelse kræver mange ressourcer

• Placer ejerskab – kompetencer og ejerskab skal etableres for alle risici

• Brug hjælpemidler – anvend flowcharts, beskrivelser og understøttelse

• Opnå konsensus – kun godkendte processer skaber værdi

• Gennemfør løbende monitorering og opfølgning

Sørg for TID til risikostyring

Sørg for EJERSKAB af risici og imødegående aktiviteter

Sørg for OPFØLGNING på risici og aktiviteter

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© 2014 Deloitte

JA!

Kan det gøres i Excel…

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© 2014 Deloitte

MEN!

Kan det gøres i Excel…

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© 2014 Deloitte

Kan det gøres i Excel…

Det kræver meget administration og ”holden i hånd”

Det kræver meget af Risk Manager’en

Det kan betyde at fokus kommer til at ligge forkert (på processen)

Det øger risikoen for menneskelige fejl (og brud på fortrolighed)

Det er ikke sjovt at lave manuelt copy/paste arbejde

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© 2014 Deloitte

Systemunderstøttelse med RISMA

Risikoejerens overblik

RisikooverblikOverblik over risici

Log over alle risici

Status på imødegåelse

• Compliance på tværs

• Hurtig reaktion

• Risici identificeret /linket til proces

• Ejerskab kan placeres

• Integration til kontroller og initiativer

• Dokumenteret sign-off

• Dokumenterede overvejelser (K)

• ”Real time” status på risici

• ”Real time” status på imødegåelse

• Information kommer / skal ikke

indhentes

• Risici dokumenteret og kontrolleret

• Ejerskab på alle risici

• Samlet risikobillede

• Mulig dialog om risikoappetit

• Fundament for styring

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© 2014 Deloitte

Teoretisk metode til risikostyring

1. Opstille de grundlæggende forudsætningerne for risikostyring, herunder udarbejdelse af en ”risikohåndbog” med definitioner osv.

‒ Udarbejdelse af model (top-down, bottum-up eller begge)

‒ Definere ”en risiko” (Skal man medtage positive risici hvor begivenheden giver en forretningsmæssig fordel)

‒ Hvilke parametre ønsker man at anvende (konsekvens, sandsynlighed, påvirkning, sårbarhed)

‒ Hvilken overordnet risikoappetit ønsker man (omgå, acceptere eller reducere; hvilket risikoniveau er acceptabelt osv.)

‒ Hvad betyder en konsekvens på 1, 2 3 osv (definition af parametre og deres vægtning)

‒ Sikre organisatorisk struktur og ejerskab (forankring, udpegning af en GRO, samt sikre allokeret tid til opgaveløsning)

2. Foretage identifikation af alle risici i samarbejde med beslutningstagere i forretningen

‒ Gennemføre samlet workshop med hele/dele af forretningen til at identificere

‒ Opstille risikoregister

‒ Konsolidere registeret således det danner et fuldstændigt beslutningsgrundlag

1. Forudsætningerne for risikostyring

2. Identifikation af risici

3. Vurdering og prioritering

4. Individuel risikostrategi

6. Monitorering og rapportering

5. Imødegåelse af risici

Strategi

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© 2014 Deloitte

Teoretisk metode til risikostyring (fortsat…)

3. Foretage en vurdering og udvælgelse af de væsentligste risici således forretningen kan fokusere indsatsen‒ Ønsker man alene styregruppens og risikoejers vurdering eller skal beslutningstagere ”stemme”

om vurderingerne

‒ Ønsker man at anvende brutto/netto-betragtninger eller vurderes risikoeksponering?

‒ Ledergruppens accept af fokus i ledelsesmonitorering og rapportering (udvælge top ”x” risici, samt vurdere om andre risici kræver overvågning)

4. Opstille en individuel risikostrategi for de væsentligste risici (vil man acceptere, imødegå eller reducere)

‒ Er der risici hvor den overordnede strategi skal fraviges?

‒ Opnå enighed om tilgang

1. Forudsætningerne for risikostyring

2. Identifikation af risici

3. Vurdering og prioritering

4. Individuel risikostrategi

6. Monitorering og rapportering

5. Imødegåelse af risici

Strategi

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© 2014 Deloitte

Teoretisk metode til risikostyring (fortsat…)

6. Gennemføre løbende overvågning og rapportering

af risici og deres imødegående foranstaltninger

til beslutningstagere‒ Rapportere risikobilledet til interessenter (vurdere

om den valgte strategi fortsat opnåelig eller kræves der en justering af forretningen/strategien)

‒ Monitorering af fremdrift på imødegåelse (ER risikoen reduceret i det omfang man forventede det?)

‒ Håndtere og identificere nye risici

5. Beslutte, dokumentere og iværksætte aktiviteter / handlinger til at håndtere de udvalgte risici‒ Yderligere dokumentation af årsager og påvirkninger

‒ Opstille imødegående aktiviteter der tilfredsstiller risikoappetitten

‒ Sikre fuldstændigheden af informationer (ejer, deadline, milestones, dokumentationskrav, frekvens, osv.)

1. Forudsætningerne for risikostyring

2. Identifikation af risici

3. Vurdering og prioritering

4. Individuel risikostrategi

6. Monitorering og rapportering

5. Imødegåelse af risici

Strategi

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© 2014 Deloitte

Lavpraktisk tilgang

Risikovurdering

og prioritering

(workshop)Risikoforståelse

Indsamling af

information

Formålet er at skabe en fælles forståelse af de forskellige risikostyringsbegreber, herunder også at bestemme risikostrategi

Formålet er at gennemføre de indledende aktiviteter i forhold til identifikation af risici gennem input fra hele forretningen

Formålet er at skabe et overblik over virksomhedens væsentligste risici, det opnås gennem en prioritering og udvælgelse af de identificerede risici.

• Group Risk Officer (GRO) gennemgår i samarbejde med udvalgte medlemmer af ledergruppen principper for risikostyring

• Opnår enighed om hvad risikostyring skal være i virksomheden (risikohåndbog)

• Opstiller et ”road map” for hvordan den ønskede risikostyring kan opnås

• Opstiller en interviewplan med ledende medarbejdere

• GRO gennemfører planlagte interviews

• Dokumentere resultatet således der afslutningsvist opstilles en risiko log over identificerede

• GRO konsolidere og sammenskriver risici således der findes ét samlet og omfangsrigt risikoregister

• Gennemføre workshop med alle risikointeressenter.

• Indgå i dialog om de enkelte risicis påvirkning på forretningen, samt fastlægge sandsynlighed for at begivenhederne indtræffer

• Opnå enighed om og ejerskab af de aktiviteter der skal imødegå udvalgte risici

• Opnå enighed om nextstep

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Medierådgivning: Risikostyring af den truende, den umulige og den løbske retssag

2 8 . 0 8 . 2 0 1 7 68

v/ Michael Kristiansen, Kristiansen+Partners, og Frank Bøggild, Kromann Reumert

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2 8 . 0 8 . 2 0 1 7

Den truende, den umulige og den løbske retssag

69

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2 8 . 0 8 . 2 0 1 7

Jensens Bøfhus-sagen

70

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2 8 . 0 8 . 2 0 1 7

Lundbeck-sagen

71

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2 8 . 0 8 . 2 0 1 7

Converse-sagen

72

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2 8 . 0 8 . 2 0 1 7

Hummel-sagen

73

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2 8 . 0 8 . 2 0 1 7 74

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2 8 . 0 8 . 2 0 1 7

Når journalisten ringer…

Hvem er journalisten? Hvor ringer journalisten fra? Hvad er formålet?

Hvad er deadline?

Bed om at få henvendelsen/de konkrete spørgsmål tilsendt på mail.

Du er gatekeeper. Undgå undgå at stille journalisten videre til andre

medarbejdere.

Vær tilgængelig og imødekommende.

Informér din chef om henvendelsen og igangsæt

kommunikationsafdeling og kriseberedskab med det samme.

75

1

2

3

4

5

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2 8 . 0 8 . 2 0 1 7

Gode råd

Lad dig ikke presse. Du kan vinde tid, hvis du er

tvivl ved at anmode om henvendelsen på mail.

Sid aldrig en henvendelse fra pressen overhørig.

Vær altid sikker på, at statements, der sendes ud,

er clearet med alle relevante personer i huset.

Reaktionstiden er blevet forkortet. Kommenter

og ret fejl før de spreder sig.

Keep it local. Håndtering af medier er afgørende

for, at sagen ikke spreder sig.

76

1

2

3

4

5

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Page 78: Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy retail market is valued at ~2 bUSD –three main players dominate the milk powder category

CORPORATE COUNSEL AT LUNDBECK24 August 2017, Copenhagen

Kåre Schultz, President & CEO, H. Lundbeck A/S

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The Lundbeck history

Founded by Hans

Lundbeck as a trading

company.

Lundbeck becomes

an organic-chemistry

manufacturing company

with its own research

activities.

Lundbeck is one of the

pioneers in the development

and distribution of

chlorprothixene – one of the

first antipsychotics in the

world, which through the

1970s becomes Lundbeck’s

most sold product – a new

era in antipsychotics for

Lundbeck begins.

The development of

citalopram for the

treatment of depression

marks the start of

Lundbeck’s interest in

antidepressants – this later

leads to the discovery of

escitalopram.

91 51

91 0s4

91 0s5

91 0s720 71Today, Lundbeck is a

global pharmaceutical

company engaged in

developing new and

innovative treatments

for psychiatric and

neurological disorders.

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Lundbeck today

EMPLOYEES

We are approximately

5,000 employees.

PHARMACEUTICAL VALUE CHAIN

We are a fully integrated pharmaceutical

company within psychiatry and neurology.

GLOBAL PRESENCE

We are headquartered in Denmark

and located in 55 countries.

55HISTORY

Lundbeck was founded by Hans

Lundbeck more than 100 years ago

in 1915 in Copenhagen.

9

RESEARCH AND DEVELOPMENT

We were one of the first to develop and

market antipsychotics and we have more

than 70 years of expertise.

7

Our largest shareholder is the

Lundbeck Foundation, which annually

grants DKK 400-500 million to research.

OWNERSHIP

0 0

11 5

05,

0 70%

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Focused on four disease areas

Innovation focused across four key disease areas

Alzheimer’s

disease

Mood

disordersParkinson’s

disease

Psychotic

disorders

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Financial performance

KEY PRODUCTS REVENUE DISTRIBUTION

2016

Revenue EBIT EBIT margin

Revenue

of our total revenue

USA International

Europe

MarketsGrowth

42%

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The Lundbeck Foundation

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Corporate Legal - Overall Responsibilities

1. COMPLIANCE

2. RISK MANAGEMENT

3. PROTECTION OF IP RIGHTS

Facilitation of management focus and action on material legal risks

4. CONTRACT NEGOTIATION AND DRAFTING

5. INVESTIGATIONS AND LITIGATION

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Organisation

General

Counsel

CFO

Corporate Legal

Commercial

Legal teams

US, China

etc.

Corporate Legal

R&D

Corporate

Compliance &

Sustainability

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© 2016 H. Lundbeck A/S – All Rights Reserved

Corporate Counsel – Key Competencies

• Overall, broad legal knowledge - combined with expert knowledge in

relevant areas

• Communication of complicated matters in plain and unambiguous

language - across business areas and organizational rank

• Thorough understanding of business needs and priorities

• Solution-oriented approach – and taking co-ownership for finding the

best solution

• Flexibility and speed

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Corporate Counsel

Management

Line of business

External advisors

Business partners

Authorities

Counter-parties

Ability to identify and include all relevant internal and external

stakeholders in fact-finding and decision-making.

Corporate Counsel – Key Competencies

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EU-Commission Case

• In June 2013 Lundbeck was fined DKK

700 million for concluding 6 patent

settlement agreements with generic

competitors

• In September 2016 the General Court

upheld the decision

• The case is currently pending before the

ECJ

Litigation

• Lundbeck is on an on-going basis involved

in a number of cases around the world to

enforce and defend our patents

• Lundbeck is involved in three Canadian

product liability suits, which are in their

very early stages

• Gather relevant input from the

organization

• Provide impact assessment as

basis for management decisions

• Media spokesperson in questions

of a legal nature

• Facilitate collection of information

in discovery processes

• Manage legal holds

• Liaise with team of external

counsels

• Summarize highly complex and

comprehensive legal matters into

key points suitable for

management evaluation

EU Commission Case and Litigation

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Stock Exchange Regulation

• Lundbeck is listed on the

Copenhagen Stock Exchange

• Disclosure requirements

• Handling of inside

information and insider lists

• Trade in Lundbeck stocks

• Participate in Lundbeck’s

Disclosure Committee

(“Børsgruppen”)

• Handle insider registration

• Prepare required documentation

and notifications to authorities

relating to inside information

• Advise management based on

detailed knowledge about previous

disclosures to the market, product

history and industry specific

disclosure practice

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Clinical Research and Development

• Lundbeck conducts a wide range

of R&D activities worldwide, incl.

• Public-private collaborations

• Academia

• Clinical Trials

• Non-interventional studies

• Advisory /Consultancy Agmts

• Very high number of agreements

within a global, complex and

intensely regulated environment

• Advice on R&D contracts

• Being able to acknowledge the other

contracting parties’ business and

values

• Recognize that speed in finalizing

R&D agreements is imperative to

Lundbeck therefore keeping a

pragmatic approach that focuses on

what is need-to-have

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Compliance Project - GDPR

• Lundbeck is in the process of

implementing the GDPR

• Involves all parts of the

organization

• All process flows that

include personal data are

mapped

• GAP analyses are

conducted

• Implementation of solutions

and new processes will

follow

• Chair the Steering Committee

• Scope the project

• Conduct stakeholder management

and communication to the

organization

• Design future solutions and

governance structure

• Implement new policies and train

colleagues

• Scope the project so that impact on

line of business resources is kept

to a minimum and changes to our

handling of personal data are built

into already existing business

processes

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Whistle-blower hotline

• Legal, serious financial and

reputational risks may be

anonymously reported via

Lundbeck’s Compliance Hotline

• All reported concerns are

investigated internally

• In 2016 and 2017 (so far) a total

of 19 cases have been reported

• Evaluate materiality and potential

consequence of suspected

violation and possible remedies

• Assess legality of various means of

investigation

• E.g. access to employee e-

mails

• Collect input from external counsel

• Revise existing operating principles

and control mechanisms to the

extent necessary

• Consider the impact on Lundbeck’s

business connected with different

legal remedies and scenarios

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Business Development

• Lundbeck engages from time to

time in partnerships regarding

development and/or

commercialization of products

• Initial contact

• Due diligence phase

• Contract negotiations and

conclusion

• Alliance management

• Provide initial confidentiality

agreement

• Assess relevant documents in data

room

• Draft and negotiate contract

alongside commercial colleagues

• Provide assistance in contract

related questions during the

collaboration

• Build on existing experience of

which key contract terms that are

essential for Lundbeck on short

and long term basis

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