Friday

09:15 thumb-plenary

How will FBN inspire family businesses over the next 25 years: A Proud Past, A Sustainable Future

Plenary session

As it reaches its first 25 years of existence, FBN prepares to celebrate the “Proud Past” of family businesses who have successfully transferred their enterprises over generations. The new CEO of FBNi will present the FBN 2020 action plan, sharing the organization’s vision to continue to inspire family business members across its network of 29 member associations worldwide.  New content partnerships will be announced, positioning FBN as a thought leader on family business issues, together with an exciting program of activities for the year to come.
Beyond this year of celebration, FBN looks ahead at how the network and its members will renew their commitment to a “Sustainable Future”, building on the pledge issued in 2011 in Singapore.

Rio de Janeiro room
09:45 thumb-plenary

FBN NxG Award 2013: What’s next for the next generation?

Plenary session

FBN NxG Award 2013 finalists:
- Laura Horstmann & Ingo Wersborg, PreciBake LLC (USA)
- Antonio Ermírio de Moraes Neto, Vox Capital (Brazil)
- Hugo Peris, Luqa Pharmaceuticals (China)

For the fifth consecutive year, the FBN NxG Award champions young family business members who contribute to renewing and energizing their family business. The finalists will participate in a panel discussion to share the entrepreneurial essence of their promising projects. This will be followed by the announcement of the FBN NxG Award 2013 winner.

This year’s award winner will benefit from financial, academic, and coaching support. This includes participation in the Ernst & Young Junior Academy Program for young successors in family businesses, and in Insper’s personalized coaching sessions and Executive Program on “Doing Business in Brazil”.

Moderator

Rio de Janeiro room
10:45

Coffee Break

11:15 thumb-workshops

Workshop sessions

Please click on the themes below to view the related workshop

The multi-generational business built on entrepreneurship (NxG)

Abdon Mills, Sweden
Rolf Abdon (2nd generation)
Caroline Linsen Abdon (3rd generation)

Entrepreneurially-minded families can encourage the next generation to develop their own business ideas while still basing them on inherited values, experiences and knowledge. But if family resources are to be deployed, they need to be linked to performance and available at the right time.

Rolf co-founded Abdon Mills, a grain processor in the Nordic countries, in 1976 and a decade later he also co-founded Grain Millers, Inc. in the U.S. The family has a holding and investment company and Rolf actively supports various environmental initiatives and NGOs. His daughter Caroline in 2009 founded Private in Public, a company developing and producing creative and environmentally conscious disposable products for the health, beauty and hygiene market. She is also on the board of Abdon Mills. We will learn:

- How two generations with shared values can work together to develop new business ideas
- How to remain cohesive as a family even with new businesses springing up
- How to combine a family focus on pressing global issues like the environment with the need for a family business to be profitable
- How a next generation family member can use the current business as a platform for a new business enterprise
- How this process can bring a valuable new perspective to the family business

Abdon Mills, Sweden

Moderator

Speakers

Copacabana room

Start : 11:15

End : 12:30

Creating success outside the family business (NxG)

Alana Institute, Brazil
Ana Lúcia Villela, founder (and 3rd generation member of Itaú Holdings)

Enterprising families need to find ways to help establish new ventures when family members have ambitions outside the family business. Ana Lúcia Villela is a 3rd generation shareholder of Itaú Holdings, the largest financial institution in Latin America. But she never saw herself joining the business, and in 2005 Ana Lúcia created Projeto Criança e Consumo (the Children and Consumerism Project), which is housed within the Alana Institute.

At the age of eight, after losing her parents, Ana Lúcia began to feel the effect that environments—not just material but also emotional—have on a child. She became “obsessed” with this insight and decided to write her thesis on the topic and later created the Alana Institute. Ana Lúcia is strengthening her lifelong commitment to children’s development by implementing the first citizen-led mechanisms to regulate the advertising industry and protect children from the harmful effects of an increasingly consumerist culture. From Ana Lúcia’s experience we will learn:

- How values from an enterprising family can inspire a life project outside the business
- The steps and challenges that arise when pursuing a dream
- What next generation members should consider when thinking about their role in business and society

Alana Institute, Brazil

Moderator

Speakers

Rio de Janeiro I room

Start : 11:15

End : 12:30

CEO Succession & Governance at WEG Group

WEG Group, Brazil
Décio da Silva, Chairman of the Board of Directors and former Family CEO
WEG Group, a family-run, multigenerational and multibillion euro Brazilian enterprise, operates worldwide in the electric engineering, power and automation technology areas. The company produces electric motors, generators, transformers, drives and coatings and has operations in around 100 countries and approximately 24,000 employees. The goal of this session is to address the important topics of succession and governance. Mr da Silva will talk about the challenges that arose and lessons learned in successions, next-generation transitions and governance at WEG. Members of the global family business consulting practice of Egon Zehnder will provide broader international context for the issues raised, which will include:
- Family and non-family CEO succession
- Professionalizing family and corporate governance
- Next generation transition
- The power balance with non-family management
- Expanding the business internationally
WEG Group, Brazil
Moderated by Egon Zehnder

Moderator

Speakers

Rio de Janeiro II room

Start : 11:15

End : 12:30

Crisis, turnaround and farewell: a family CEO’s inside story

El Bronce, Chile
Lautaro Manríquez Callejas, shareholder (4th generation)

Family businesses go through different stages. Great effort often drives success, but success can turn into complacency and dependence. Turning a firm around is a huge challenge, but sustaining success may actually be even more difficult.

Lautaro Manríquez Callejas is CEO of a mining company that is part of a multinational mining corporation, and a member of a family group with 500 members, 150 of whom are shareholders of a different mining holding company. Lautaro will share his story of leading a recovery from a financial, emotional and governance crisis and how his family and their business continued with stability and success. He will also explain what led him to leave his family business and join a multinational mining corporation. We will learn:

- How success was taken for granted and followed by crisis, family division and governance problems
- How a family CEO orchestrated a business recovery and a family reunion
- Why and how a successful CEO decided to leave his family business

El Bronce, Chile

Moderator

Speakers

Flamengo room

Start : 11:15

End : 12:30

A governance system for the family enterprise: the importance of process (NxG)

Mills Estruturas e Servicos de Engenharia SA, Brazil
Cristian Nacht, Chairman (2nd generation)
Francisca Nacht (3rd generation)
Antonia Nacht (3rd generation)
Tomas Nacht (3rd generation)

As family business evolves as a field for academic research and consulting, elements of governance can become commoditized. Some families may adopt an “off-the-shelf” set of policies. Enterprising families need to remember that the process for developing governance is as important as the structures themselves, and often a good predictor of whether the mechanisms will actually work.

Mills provides scaffolding and concrete forms for Brazil’s oil, shipbuilding and construction industries. Cristian, the chairman, has worked in the business since 1969, and now devotes half his time to non-profit work. Francisca is the eldest third-generation member of the Nacht family, lives in Denmark, and is involved in social entrepreneurship. Tomas is the only third-generation family member to have worked in the business, but after 10 years he left to focus on outdoor experiential education. Antonia, meanwhile, was a professional ballet dancer and has since been involved in fundraising and administration for cultural projects. Two years ago she quit her full-time job to focus more on family dynamics and governance. While Mills’ corporate governance is well established, the Nachts have only recently begun building a more comprehensive governance system for the family. Through the different family members’ perspectives, we will learn:

- What is a successful family enterprise governance system?
- What are the essential process steps for developing a successful governance system?
- Who should be involved at each of those steps?
- What are some of the challenges that families face in developing a governance system for the family enterprise?

Mills Estruturas e Servicos de Engenharia SA, Brazil

Moderator

Speakers

Rio de Janeiro III room

Start : 11:15

End : 12:30

14:00 thumb-workshops

Workshop sessions

Please click on the themes below to view the related workshop

Powerful strategic tools for enterprising families (NxG)

Productos Familia SA, Colombia:
·      Mónica María Gómez Jaramillo, family shareholder and board member (2nd generation)

In this unique session, Summit participants will work together to solve a specific strategic problem to be introduced by Productos Familia SA shareholder and board member Mónica Gómez during the session. The aim is to apply the principles of Action Learning, a proven approach for dealing with strategic, emotionally charged and politically sensitive issues. The constructive questioning processes of Action Learning can be successfully applied to family business challenges, whether in business strategy, relationships, leadership or elsewhere.

Productos Familia is a Colombia-based company engaged in the production, distribution and sale of a variety of personal products and house cleaning supplies. The company reported more than $800 million of revenue in 2012. Its largest shareholder, with a 26% stake, is Valores Industriales SA.

During this session will learn new and valuable ways to ask questions by helping the Gómez family. In particular, participants will:
·      Learn how to deal effectively with family business strategic issues
·      Discover how to empower and challenge family members and/or external managers to help solve real problems
·      Explore the power of Action Learning as a new strategic tool for enterprising families

Productos Familia SA, Colombia

Moderator

Speakers

Flamengo room

Start : 14:00

End : 15:15

Promoting social entrepreneurship within a family enterprise

Cox Industries, USA
Matt Yaun, Chief Administrative Officer (in-law)

Social entrepreneurship can add meaning to a business or its employees’ activities, whether on its own or as a collaboration with a family enterprise.

Cox Industries is a manufacturer and distributor of treated outdoor wood products for residential, commercial, industrial and utility markets. Headquartered in Orangeburg, SC, the company has been a family business since it opened its doors in 1954, and now spans four generations of family owners.

Despite its growth, Cox maintains a focus on employee well-being and community involvement. Not only does Cox offer full employee health care benefits and performance-based wages that outpace inflation, it also provides scholarships to employees’ children through the Cox Foundation, awarding $580,000 since 1986.

Matt Yaun married Beth Cox in November 2003. Beth’s father and uncle founded Cox and the family still leads the company. After a career in the military, Matt began working at Cox in 2006. From this discussion, we will learn:

- How to create social entrepreneurship opportunities for several generations of employees through a fund that is open to everyone
- How to retain your employees across generations despite operating in a volatile business sector
- How to live your family values through educational commitments towards your employees within the family business (as opposed to through a family foundation)

Cox Industries, USA

Moderator

Speakers

Copacabana room

Start : 14:00

End : 15:15

The dynamics of visible and invisible family leadership (NxG)

Grupo RBS, Brazil
Eduardo Sirotsky Melzer, CEO (3rd generation)
Marina Birmann Sirotsky, Family Council Coordinator (3rd generation)

Preparing the next generations to become responsible owners and leaders as well as capable stewards of a family business is a crucial task for any family that wishes to succeed and grow from one generation to the next.

Founded in 1957, Grupo RBS is one of the largest multimedia communications companies in Brazil, with over 6,500 employees. After two decades managed by brothers Maurício and Jayme Sirotsky, a shareholders’ agreement was concluded in 1991 and the board of directors was created. Nelson Sirotsky, Maurício’s son, stepped in as CEO after four years’ preparation. In 2002, the family decided to pursue professionalization of the business. Ten years later Eduardo Sirotsky Melzer, a third-generation family member, became CEO after discussion by the family council and approval from the shareholders. The succession process between Nelson and Eduardo was carefully planned and smooth. Governance in the Sirotsky family has developed over time, with the creation of a family council, the planning of family assembly meetings, and the establishment of a family office. From the Sirotsky family’s experience we will learn:

- How to manage a generational transition, in both the family and the business
- What are the milestones to be considered when managing generational transition
- What are the profiles and challenges for visible and invisible family leadership

Grupo RBS, Brazil

Moderator

Speakers

Rio de Janeiro I room

Start : 14:00

End : 15:15

Developing entrepreneurship in the next generation (NxG)

SOL Group, Italy
Aldo Fumagalli Romario, Chief Executive Officer (3rd generation)
Elena Fumagalli Romario (4th generation)

The SOL Group, founded in 1927 and listed on the Milan Stock Exchange, expanded rapidly from the 1960s to become the seventh largest player in Europe in the market for technical gases, including those produced by separating air. For 10 years, the current family leadership has promoted growth and profitability by building on core capabilities and formulating a family and corporate strategy for internationalization in Central and Eastern Europe as well as diversification into related areas such as home healthcare. The SOL Group has over 555 million euros of revenue, more than 2,200 employees and more than 40,000 customers.

Two entrepreneurs founded the SOL Group with equal shares. That balance of power is still in place today. Multiple branches of the two family lines continue to share control. Aldo and his family are striving to tackle challenges such as preserving unity, grooming the next generation, and maintaining an entrepreneurial spirit over generations. From the experience of Aldo and his daughter Elena we will learn about:

- The specific challenges in managing a multigenerational and listed family business
- The key ingredients of entrepreneurship and why they are important for family businesses
- Developing entrepreneurial spirit in the next generation
- Ways in which a senior generation can work together with the next generation to develop the competencies to thrive over generations

SOL Group, Italy

Moderator

Speakers

Rio de Janeiro III room

Start : 14:00

End : 15:15

Multi-family governance

Grupo Simões, Brazil
Renato de Paula Simões, Chairman (2nd generation)
Petrônio Pinheiro Filho, Board Member (2nd generation)
Vanessa Simões, President, Grupo Simões Family Council (3rd generation)

Growth is often a challenge for family businesses given their owners’ desire to retain control and preserve their values, particularly when scale is required to stay competitive. One response can be to partner with other families with similar values, or even merge their businesses. However, sharing control can be challenging. A well-structured multi-family governance system can help.

Grupo Simões is a business conglomerate in the North of Brazil, with enterprises including the production and distribution of beverages, franchises of full auto dealerships, and the production and distribution of industrial gases. It all started in 1940, when Antonio Simões started his business. In 1968, he invited Petronio Pinheiro to be his partner and they joined up to start the first Coca-Cola franchise in northern Brazil. In the ’70s they bought the Coca-Cola factory in Belém, in the state of Pará, and a new partner joined the partnership – Osmar Pacífico. The families have been working together ever since. In this session, members of the second generation of the Simões and Pinheiro families will cover themes such as:

- How does a multi-family governance system differ from that of a single-family business or enterprise?
- What structures and mechanisms can be used to avoid gridlock and overcome potential conflicts across families?
- How important is prior partnering experience and how long does it take to build it?
- How can families brought into common business ownership learn from each other?
- How far should a multi-governance system go in attempting to integrate different family businesses, cultures, rules of behavior, etc.?

Rio de Janeiro II room

Start : 14:00

End : 15:15

15:15

Coffee Break

15:45 thumb-plenary

Plenary Case Study: Camargo Corrêa Group, Brazil

Plenary session

Camargo Corrêa Group, represented by

Rosana Camargo De Arruda Botelho, Member of the Board, Participações Morro Vermelho (Group holding company) (2nd generation)
Renata de Camargo Nascimento, Member of the Board, Participações Morro Vermelho (Group holding company) (2nd generation)
Carla Duprat, Chief Sustainability Officer, Camargo Corrêa Group (non-family)

In this session, shareholders from the Camargo family will share their experience in defining the Group´s sustainable development model, the main lessons learned in promoting cultural change, examples of triple bottom line results and the main challenges lying ahead. As stewards of the next generation, the second generation shareholders are preparing the third generation to lead in an increasingly complex social, economic and environmental context. Ensuring high governance standards that allow the businesses to grow aligned to the family values is part of their legacy.

The Camargo Corrêa Group, founded in 1939 as a small construction company in São Paulo, is today a diversified conglomerate occupying leading positions in key sectors of construction, infrastructure, industry and brand management. Currently with over 58,000 employees, the Group operates in 20 Brazilian states, is present in 17 countries and has 60 plants in different parts of the world. The Group is structured as a closed capital and family-owned holding company and in 2012 recorded turnover of $11 billion.

16:30 thumb-plenary

A great man and his music: A story of reinvention through adversity

Plenary session

João Carlos Martins made his Carnegie Hall debut as a pianist in 1960, earning a reputation as one of the greatest interpreters of J.S. Bach’s music and performing with major orchestras in America and Europe. He retired in the 1970s after an arm injury and went into finance and business, but re-established his career, again at Carnegie Hall, in 1978. Eventually, though, he lost the use of both hands. Nothing daunted, he carved out a new career as a conductor and, with his Bachiana Orchestra, has given almost 1,000 concerts since 2004. He also puts his energy into work with underprivileged children in Brazil.  The charismatic Maestro at his piano tells his joyous story of always looking ahead at what’s next that will make a difference.

Rio de Janeiro room
17:15

Closing remarks & handover to FBN 2014 Summit

Plenary session

thumb-social-copalace

Gala Dinner

2013 Gala Dinner will be hosted in Copacabana Palace, superbly positioned overlooking Copacabana beach

This glamorous Orient-Express landmark is pre-eminent among the best hotels in Rio de Janeiro. Since its Art Deco doors swung open in 1923, it has been welcoming the rich and famous: from Fred Astaire and Ginger Rogers to the Rolling Stones and Nelson Mandela.

Step inside the hotel’s marble and granite foyers and the stage is set for a truly special treat. The traditional ambience continues in its stylish salons, many with original 1920s features.

The Copacabana Palace ballrooms will open their glamorous doors to host the FBN Gala evening. We invite you to enjoy with us this unforgettable night.

Cocktail will be the exact time you need to join your friends and appreciate the location and the view. Go smoothly through the photos of the renowned artists. Delight yourself!

You will then be invited to dinner. Fashioned and contemporary menu will feed your senses and eyes. Experience delicacies carefully prepared for you. Of course, you will always find a Brazilian touch.

The splendour and plurality of Rio’s Carnival will upside-down you into an unexpected whirl of emotions. You will be enchanted with the creativity, plasticity, colours, and sounds, beauty of the handmade costumes especially made for the Samba School performance at the Carnival parade.

We hope you not only watch, but also party !

Venue

Copacabana Palace

Start time

from 20:00 onward

Dress Code

Black Tie / Formal Attire / National Dress