Engage with Peers from Europe's Leading Boardrooms
The St.Gallen Board Retreat has been designed for Europe’s leading Chairpersons and Non-Executive Directors to engage in discussion and advance boardroom excellence. We invite you to experience a novel opportunity to liaise with your peers in a trusted and intimate environment outside your own boardroom.
The St.Gallen Board Retreat provides a platform carefully curated by renowned governance scholars, global leaders in board consulting and the Retreat’s high-profile Advisory Board. All content is strictly tailored to the challenges facing your board. The two-day experience aims at facilitating peer exchange, sparking inspiration, conveying new insights and creating a positive impact in your boardroom.
Engage with peers from Europe’s most important boardrooms
At the St.Gallen Board Retreat you will meet your peers from boardrooms across Europe
to discuss, reflect on and resolve challenges facing your board. Selective admission criteria ensure
that you will meet relevant peers who can offer novel perspectives on your situation.
Get inspired by personal experiences and hear new evidence-based insights
Learn from the experiences of our Advisory Board members who will
share their personal stories on how they overcame major obstacles. In
addition, you will benefit from the governance expertise of leading
academics and hands-on boardroom insights of seasoned consultants.
Obtain tailored solutions that will generate a positive impact in your boardroom
All of the Retreat’s content will be tailored to the challenges facing your board.
Prior to the programme we will ask you for your specific priorities and expectations.
Based on these inputs, the St.Gallen Board Retreat will be designed to address the challenges
that are most relevant to you.
WHO SHOULD APPLY
Chairpersons and Non-Executive Directors from companies with revenues above €2bn.
Download the program brochure here:
Our latest insights
In the last decade, the oversight responsibilities of the board have taken on a new level of complexity. Disruptive business models can come from any direction, and the types of risks the board must monitor have multiplied. At the same time, investors have become more demanding and more inclined to take action in the face of real or perceived underperformance. Boards, therefore, face both a higher bar and stiffer punishment for failing to clear it.
In the current business environment, supervisory boards are responding to significantly higher expectations by professionalizing their operations. What are some of the steps boards can take in the quest for higher performance?
For independent board chairmen of global companies, challenges continue to grow while room for error continues to shrink. Shareholders demand more rapid returns. Increasing regulation around the world demands exemplary corporate governance and rigorous compliance. Controversy about executive compensation has taken on new life in the context of rising income inequality. Meanwhile, the new breed of activist investors, with a small equity stake but big ambitions for shaking up companies and their boards, could come knocking at any moment.