10:20

India-Denmark (EU) bilateral relations and Green Strategic Partnership

• Issues regarding geopolitics and disruption

From Strategy to Execution: Building the Board’s and Management Roadmap for Sustainable AI Governance: Operationalising Fiduciary Duties and Architecting Evidence-Based Oversight

Participants will get a one-page 90-day checklist after the sessions.

Corporate and Environmental Governance and Stewardship for AI Sustainability

• Recognising accountability and addressing the consequences of corporate activities
• Transparent reporting of negative externalities and engaging stakeholders
• Re-thinking corporate purpose and stakeholder aspirations, goals and priorities
• Aligning interests around collective responses to shared existential challenges

Shifting Decision-Making Powers: Board vs. Shareholders

• Remuneration Policy and Shareholder Voting in India
  How can AI tools enable transparent, data-backed ex-ante and ex-post shareholder voting processes on remuneration policies, ensuring fairness and regulatory compliance
• Shareholder Identification Rights

13:00

Management and Board Governance and Emerging AI Risks

• The Evolution of the Board of Directors’ Role and Accountability
• The understanding, commitment and evolution of the BoD committees

From Regulatory Complexity to Integrated Corporate Governance

• • How do we create the governance conditions for responsible digital innovation to scale?
  • EU DIGITAL COMPLIANCE ROADMAP FOR 2026–2027

AI Investment Readiness: From Policy to Proof

Are boards and senior management ready to make defensible AI investment decisions? Through a worked example, this session shows how to assess the evidence, operating capacity and accountability needed before an AI initiative proceeds, then allocate scarce resources through an AI Investment Receipt and 90-day portfolio.

• Readiness for the next AI commitment: Assess expected value, task performance, reviewer capacity, data permissions and recovery arrangements. Identify what can proceed now and what requires further evidence.
• The AI Investment Receipt: An eight-field decision record, supported by twelve evidence artefacts, documenting permitted scope, accountable owners, spending limits, conditions and the next review.
• Portfolio allocation and board oversight: Compare viable initiatives competing for scarce capacity. Distinguish forecast benefits from captured value, and identify when changing evidence requires management action or board challenge.

Practical takeaway: A blank one-page AI Investment Receipt and a 90-day checklist.

Ugur Ozer

AI Strategy Board Member/Advisor | Artificial Intelligence and Data Governance Professional | Compliance and Risk Management

Evidence-Based AI Governance: From Board/Management Oversight to Defensible Execution

• How can management, boards and leadership teams move from high-level AI principles and policies into practical governance:
• Identify when AI enters business processes, and relate the related risks, privacy, security, accountability, and evidence implications to controls, monitoring, and reporting.
• How to move from asking “Do we have an AI policy?” to “Can we demonstrate how AI is governed across real decisions, data flows, responsibilities, and evidence it.

• The current global challenges for the board and effective governance in a turbulent world related to AI
• Measuring what matters: measuring options to ensure expected performance, AI, and outcomes.

Closing Remarks and Final Q&A to all speakers