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The Forum on Building a Trustworthy Organization

This intensive, 2-day, interactive forum will focus on building organizations that can innovate and achieve performance goals while increasing their reputational capital with all stakeholders including employees, customers, investors and regulators.

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Consortium for Trustworthy Organizations
Fordham University
June 18 - 19, 2014

The Conference Board and the Consortium for Trustworthy Organizations at Fordham University are pleased to announce an intensive 2-day interactive workshop for Ethics, Compliance, Risk Managers and Communications Executives, HR and Learning and Development professionals on how to build more trustworthy organizations. The focus will be on building organizations that can innovate and achieve performance goals while increasing their reputational capital with all stakeholders including employees, customers, investors and regulators.

Program Goals:

  • Bring an integrated and behavioral focus to developing high performing, innovative AND controlled organizations
  • Share models of organizations that control operational and reputational risk while maintaining its agility and innovativeness
  • Define the right balance between compliance and control
  • Share best practices for converting tone at the top to behavior in the middle
  • Share the mechanisms and influence skills required to make Ethics and Compliance key players in shaping culture with line managers
  • Change management skills for Ethics and Compliance leaders
  • Develop a more compelling business case for ethics and compliance
  • Highlight the critical connection between organizational performance trust and employee engagement, innovation, collaboration, and relations with regulators


Day 1:
8:30 am – 9:30 am
Program Overview, Introductions and Community Building Case Study in Teams
Friendly Fire – When Compliance without Learning Led to Disaster in Iraq

9:45 - 11:00 pm
Defining the Trustworthy Company Robert Hurley, CFTO; Richard Ketchum, CEO, FINRA 

  • How do we operationalize the trustworthy organization
  • What are the organizational antecedents to consistent stakeholder trust
  • What are the key aspects of organization design and processes
  • What role does external regulation play in helping or hindering trustworthiness
  • What is the business case for trust and ethics

11:00 am - 12:00 pm
The Senior Management Perspective on Trust: Engaging Line Managers in the management of Trust and Ethics – Barbara Byrne, Vice Chairman Investment Banking, Barclays;  Daryl Brewster, CEO, CECP, formerly president Kraft North American Snacks and CEO Krispy Kreme

  • Balancing ethics and the pressure to perform
  • How to reach employees with the trust and ethics message
  • Moments of truth in shaping culture
  • Is there a compelling way to counter those who say that an emphasis on controlling and managing risks prevents growth and innovation

12:00 to 1:00 pm Lunch

1:00 pm  – 3:00 pm
The Role of Measurement in Building an Ethical and Trustworthy Firm Robert Hurley, CFTO; Donna Dabney, The Conference Board; Jill Ostergaard, Barclays

  • How can we measure the antecedents and consequences to organizational trustworthiness
  • Trust and the measurement of company intangible value
  • A Balanced Scorecard approach to measuring trustworthiness
  • What reporting, to whom and how often in building trustworthy organizations
  • Are there unintended side affects to be aware of in the measurement of trustworthiness
  • How do Compliance, HR, Finance and Communications partner to achieve an integrated focus regarding measurement 

3:00 – 5:00 pm
How do Ethics and Compliance people and programs operate in High Trust Companies John Preli, IBM
Ayman Fawal, Panalpina, Inc., Corporate Ethics & Compliance
What are the benchmarks to a world class Ethics and Compliance function

  • What is the relationship between risk and control functions and line management in trustworthy companies
  • What systems and processes are most effective
  • How do programs and approaches vary due to globalization
  • What kinds and how many GRC staff are needed and what factors account for variance in staffing

Day 2:
8:30 – 10:30 am
Embedding a Culture of Trust: Moving from Tone at the Top to Behavior in the Middle
Al Rosa, GE; John Cashin, Formerly General Counsel General Insurance, Zurich Insurance Group

  • How does GRC affect culture
  • Cascading ethics, compliance and trust effectively
  • The role of moments of truth and story telling in shaping culture
  • Measurement and shaping culture
  • Selection and promotion of leaders as culture signals
  • How to create champions and culture carriers                                             

11:00 - 12:30 pm
Speed and Compliance: Balancing Controls, Monitoring and Empowerment in Dynamic Markets Craig Cash, Director, Ethics and Business Conduct, Lockheed Martin
Maurice L. Crescenzi, Jr. Enterprise Compliance Services, Deloitte & Touche LLP

  • When and how does compliance slow adaptiveness
  • Is the innovation process different in high trust companies
  • How can administrative innovation make product and service innovation less risky

12:30 - 1:30 Lunch 

1:30 pm – 3:00 pm
Critical Organizational Systems in Building High Trust Companies (Compliance, Communication, HR, Incentives) Ravin Jesuthasan, Managing Director, Towers Watson; Ben Boyd, Edelman 

  • How do the HR, Communications functions contribute to building high trust firms
  • How do we make trust a systemic capability through differentiated HR processes (selection, evaluation, incentives, succession, etc.)
  • Are Communications processes (engagement, social media, PR, internal communications) different in high trust firms
  • How do the compliance, HR and communication functions  collaborate and reinforce each other in shaping culture and sense making in high trust firms
  • How do we develop trustworthy leaders 

3:15 - 4:30pm

Influence and Change Management Skills for Leaders in the Ethics and Compliance Susan Frank Divers, AECOM;  Mary Naughton, Novartis, What skill set is most critical among compliance people now and in the future

  • How do effective compliance professionals influence up and across the organization
  • What change management competencies are critical to effective compliance people


Ben Boyd, Deputy Chairman, Practices and Sectors , Edelman

Daryl Brewster, Chief Executive Officer , Committee Encouraging Corporate Philanth

Barbara Byrne, Vice Chairman , Barclays

Craig Cash, Director, Ethics and Business Conduct, Lockheed Martin Mission Systems & Traini, Lockheed Martin Corporation

John Cashin, General Counsel, General Insurance retired, Zurich Insurance Group

Maurice Crescenzi, Compliance Services , Deloitte Consulting

Donna Dabney, Executive Director, Governance Center , The Conference Board

Susan Divers, Assistant General Counsel, Ehtics and Compliance, AECOM

Ayman Fawal, Corporate Ethics and Compliance Manager , Panalpina, Inc.

Ravin Jesuthasan, Managing Director and Global Practice Leader, Towers Watson

Richard Ketchum, Chairman and Chief Executive Officer , FINRA

Mary Naughton, Director, Ethics and Compliance , Novartis Pharmaceuticals Corporation

Jill Ostergaard, Americas Head, Compliance , Barclays

John Preli, Director, Trust and Compliance Officer, The Weather Company - IBM Analytics

Alfred Rosa, Chief Compliance and Ombuds Director, Senior Executive Counsel, GE

Marketing Partner
Consortium for Trustworthy Organizations
Fordham University