Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy...
Transcript of Virksomhedsjuristprisen 2017 - DVJ Milk Powder 31% Milk (UHT) 2017 ~1.9 bUSD The Nigerian dairy...
Sundkrogsgade 5, DK-2100 København Ø CVR-nr.: DK 62 60 67 11
Virksomhedsjuristprisen 2017
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
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
www.kromannreumert.com Side 4
www.kromannreumert.com Side 5
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Forventninger til forretningen – Moving targets
Society Law
LawBusinessSocial
contract
Frontier
expectations
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.
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Risikovurdering
Threats & IntimidationExtortions
Theft
Abuse
Facilitation
payments
Misinformation
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Udfordringer
Historiske sager
Forskellige krav og standarder for arbejdets udførelse
Myndighedspraksis
Fejl og misforståelser
Loyalitet
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Governance
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
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
www.kromannreumert.com Side 13
Løbende kontrol og undersøgelser
Compliance-undersøgelser
Intern revision
Whistleblower-undersøgelser mfl.
www.kromannreumert.com Side 14
Er compliance en showstopper?
Forretningens synspunkt
Omverdenens forventninger
Lovgivning
Konklusion: Forretningsmulighed?
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
West Africa- Compliance - Human Rights
Virksomhedsjuristprisen – 2017
Peter Istrup, Head og Legal International
• Arla at a glance
• Arla’s growth strategy in Africa
• A “wake-up call”
• Human Rights Management and Compliance
About Arla
12,000
OWNERS
19,000
COLLEAGUES
14 BL. KG.
MILK INTAKE
9,6 BL. EURO
REVENUE
3 BRANDS
THE 4TH
LARGEST
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
USA
We will focus on 6 regions
Nigeria
Middle East
Europe
China
Russia
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
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
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
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
• 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
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
August 28,
201727
”Arla will conquer Africa!”
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
• 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):
Arla´s export could harm basic human rights
Non-compliance with the OECD Guidelines for Multinational Enterprises
“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
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
• 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
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
• 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
• 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
• 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
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
We became “ONE” out of two exceptions in OECD to comply250 complaints failed to bring an end to multinationals misconduct
The business has embraced the CSR efforts and initiatives- The line between compliance, CSR and business has become blurred
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
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
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
Thank you
Peter IstrupHead of Legal International Arla Foods amba
Irene Quist MortensenCorporate ResponsibilityArla Foods [email protected]
SUNDKROGSGADE 5, DK-2100 KØBENHAVN Ø CVR. NR: DK 62 60 67 11
Legal Risk Management
Jens Blomgren-Hansen, Partner
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.”
Side 48www.kromannreumert.com
Er din virksomhed proaktiv eller reaktiv ift. risici?
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.
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
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!
Værdiskabende risikostyring
Danske Virksomhedsjurister
24. august 2017 v/ Philip Badstue
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.
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 ?
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
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
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
© 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
© 2014 Deloitte
JA!
Kan det gøres i Excel…
© 2014 Deloitte
MEN!
Kan det gøres i Excel…
© 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
© 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
© 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
© 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
© 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
© 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
Medierådgivning: Risikostyring af den truende, den umulige og den løbske retssag
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v/ Michael Kristiansen, Kristiansen+Partners, og Frank Bøggild, Kromann Reumert
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Den truende, den umulige og den løbske retssag
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Jensens Bøfhus-sagen
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Lundbeck-sagen
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Converse-sagen
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Hummel-sagen
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CORPORATE COUNSEL AT LUNDBECK24 August 2017, Copenhagen
Kåre Schultz, President & CEO, H. Lundbeck A/S
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.
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%
Focused on four disease areas
Innovation focused across four key disease areas
Alzheimer’s
disease
Mood
disordersParkinson’s
disease
Psychotic
disorders
Financial performance
KEY PRODUCTS REVENUE DISTRIBUTION
2016
Revenue EBIT EBIT margin
Revenue
of our total revenue
USA International
Europe
MarketsGrowth
42%
The Lundbeck Foundation
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
Organisation
General
Counsel
CFO
Corporate Legal
Commercial
Legal teams
US, China
etc.
Corporate Legal
R&D
Corporate
Compliance &
Sustainability
© 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
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
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
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
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
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
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
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