1. business and industrial

18th & 19th
19th MARCH 201
2015,
BARCELONA
18th
5, BAR
CELONA
Do we need HR? seminar
One small step for man, One giant leap for HR
3
Part of the HR
HRcoreLAB
coreLAB
3 Streams - 1 Venue
offered by
FOREWORD from the Chairman
A recent survey of CEOs reveals that HR is overwhelmingly viewed as
the least agile function. CFOs claim that their attempts to work
strategically with HR are the most trying. Business leaders concur, with
nearly 50 percent reporting that HR is not ready to lead. Even HR itself
agrees. In a March 2014 global survey, HR and talent executives graded
themselves a C-minus for overall performance.
HR needs to bring its own specialist skills and unique insights to create a
series of strategic performance capabilities that enable the delivery of the
business model.
It has to deliver the strategies that help create innovation, customer
centricity, lean management, collaborative and partnered performance.
But will the function be squeezed out of this role? The world has
moved on since the last major paradigm for HR, and there are a new
set of challenges. HR functions find themselves being “leaned”. It
becomes difficult to maintain all its areas of expertise. The problems
organizations need HR support on are increasingly cross-functional and
need joint input from expertise from other disciplines, such as operations,
IC, Marketing, IT,... The solutions are also cross-functional.
No longer can people dedicated to OD, EE or TM, work as separate
centres. They need to have their expertise “mixed and matched”
and aligned much more flexibly with the business needs and
with the major change projects of the day.
Meanwhile, the increasing power of IT and sophistication of eenablement means that these service providers were moving up the
value-chain of services, adding more activities and expertise, and
being able to provide these services direct to line managers if
necessary. HR has then been on its own learning curve.
HR has been building specialist and hopefully more strategic
expertise and parcelling it up into CoE's, and building a cadre of
HRBP's. But has it been able to deliver strategic support?
Has it become too siloed, built around traditional functions of
resourcing, TM, OD and C&B? Critical questions around the role
of the function remain, and the strategists are asking what is
strategic about the HR function and its knowledge? This
seminar will look at some of the ways in which HR functions have
responded. What are the consequences for COEs, HRBPs, and
the delivery of change management?
Join us in Barcelona to find out, Paul
CHAIRS
Professor Paul Sparrow
Director
Centre for Performance Led HR,
Lancaster University
Author of:
‘Do we need HR?', 'Strategic TM: future
directions', 'Globalizing the HR
architecture','Organizational effectiveness,
people and performance: new challenges, new
research agendas', 'The contribution of David
Ulrich to the analysis of HR departments',…
Sparrow
Ben van Stekelenburg
Group Director Organisation &
Capability
Associated British Food
Agriculture (AB Agri)
UK
SPEAKER PANEL
Trond Jakobsen
Vice-President Segment HRBP
Yara International
Norway
Dr. Philipp Zimmermann
Global TM Director
Evonik Industries AG
Germany
Gero Pickert,
Vice President-HR Operations
Nokia
Germany
Philippe Duvivier
Director, Customer Experience & Human
Resources
Toyota & Lexus
Belgium
Karl-Heinz Reitz
VP-HRBP & OD
Unitymedia/ Liberty Global
Germany
“Do we need HR?”Seminar
Laura Marsi
Head of AMOS (Allianz Managed Operations
& Services) Transformation - Board Div.
Finance, HR and Transf.
Allianz
Switzerland
Olaf Lange
Managing Partner
Team Steffenhagen Consulting
Germany
Clodagh O'Reilly
Assess. & Leadership Wkforce
Science Leader EMEA
IBM
UK
Stephan Schmitt
Chief Marketing Officer
Lumesse
USA
Tom Haak
Founder & Director
HR Trend Institute and
Author of `The Future of HR´
The Netherlands
PARTNERS
Diamond
Platinum
Premier Academic
Silver
01.
Programme Day 1
WEDNESDAY 18th MARCH 2015
08:45
09:45
14:40
Goodbye HR – a new translation
?
Current organisational cultures
?
Challenges of the current business cultures
?
HR as a catalyzer for implementation
?
Tips for implementation
Olaf Lange
Managing Partner, Team Steffenhagen Consulting
10 min. Q&A Session with Olaf
?
What becomes important in HR terms in dealing with the
14:50
Coffee & Networking
challenges of innovation, lean, customer-centric and
collaborative organisations
?
The different levels of support that have to be offered
?
Development of a new cross-functional capability based
around the delivery of organizational capability
Professor Paul Sparrow, Director,
Centre for Performance Led HR, Lancaster University
10 min. Q&A Session with Paul
15:30
HR : 'Less is more' or how to achieve more business results by
doing less HR
?
A real case study in a highly competitive and changing retail
environment
?
Let's imagine a world without HR, what would be the
consequences?
?
What does it take for HR to make a real business difference
both in terms of business results and customer experience ?
?
Why should HR focus on employee engagement rather than on
employee satisfaction? The customer perspective
Philippe Duvivier,
Director, Customer Experience & HR, Toyota & Lexus
10 min. Q&A Session with Philippe
Registration & Welcome Coffee
Opening of the Conference by the Chairmen:
Professor Paul Sparrow, Director,
Centre for Performance Led HR and Ben van Stekelenburg,
Group Director Organisation & Capability, AB Agri
14:10
ALIGNING HR WITH PERFORMANCE DRIVERS s
10:00
Laying out the performance challenges facing HR
?
The HR function needs to evolve its structures and delivery
model once more, in response to a number of challenges
10:30
HR & THE BUSINESS
10:40
Ideology-driven concepts that can be challenged
Who's budget is it? – Businesses question the 'monopoly' HR
?
likes to run
?
Good tools take much of the admin work – why not
outsource the rest?
s
16:00
?
Business Partners rarely are Business Partners – so, why
do we need them?
?
Everything changing: From strategic people development to
s
11:10
“Do we need HR?”Seminar
11:20
Industry Networking Session
During this session, you will have the opportunity to discuss a
particular question of interest with Industry Peers (Pharma, FMCG,
Energy, Manufacturing, Telecoms,..):
?
Have HR leaders engaged with GM's and evidenced how their
function enables the delivery of important performance
outcomes?
?
Why should freeing up time from transactional activity and
moving it into areas of expert knowledge make the function any
more strategic?
?
How should HR competencies be changed in line with HR
transformation?
?
How do you develop your own Business Sense/Acumen?
Led by the Chairs
12:15
Lunch & Networking
13:30
Transforming the HR organisation: the challenges faced along
the way and the contribution (added value) of HR to the
organisation
?
How to develop a relevant HR function in a global setting
?
How to bring value to different stakeholders
?
Aligning HRBP, HR Service and CoE's to provide what the
business needs
?
How to develop relevant internal competencies for the future
Trond Jakobsen,
Vice-President Segment HRBP, Yara International
10 min. Q&A Session with Trond
14:00
16:40
The Future is Here!
Visionary thinker William Gibson once said, "the future is already here
- it's just not evenly distributed." We'll consider the trends that will
fundamentally change HR and workforces in future.
?
What HR can learn from Facebook, Twitter and Instagram about the
future of connecting, learning and innovating at work
?
What HR can learn from the military and school guidance
counsellors about workforce leadership and optimisation
?
What HR can learn from Finance, Operations and "Jeopardy" about
using big data to influence decision-makers
Clodagh O'Reilly,
Assess. & Leadership Wkforce Science Leader EMEA,
IBM
10 min. Q&A Session with Clodagh
16:50
Coffee & Networking
17:30
18:00
Is HR ready to support an agile organisation or is an
already agile business pushing HR to become...agile?
Rapidly changing customer requirements expect organisations to
become agile and lean: an agile organisation needs an agile and lean
HR function….. are we ready? To survive HR needs to become faster
than the business.
?
How to introduce agile to HR
?
How to implement agile methods in HR itself
?
What leadership behaviours does HR does to promote in order to
sustainably nurture an agile organisation
Laura Marsi, Head of AMOS (Allianz Managed Operations &
Services) Transformation - Board Division Finance, HR and
Transformation, Allianz
10 min. Q&A Session with Laura
18:10
Wrap-up - End of Day1
16:10
mid-term resource management
The human touch: Out-dated European values on the decline?
?
Gero Pickert,
Vice President HR Operations, Nokia
10 min. Q&A Session with Gero
s
s
19:00- Evening Drinks Reception by
20:30
02.
02.
Programme Day 2
THURSDAY 19th MARCH 2015
08:45
Opening of Day2 by the Chairmen:
Ben van Stekelenburg, Group Director Organisation & Capability,
AB Agri and Professor Paul Sparrow, Director,
Centre for Performance Led HR, Lancaster University
THE BUSINESS OF TALENT
09:00
s
09:30
Preparing future leaders to help make HR redundant: starting
your transformation with Talent
The presentation will highlight the benefit of a revised mindset on
people management and how this can be realized (incrementally).
It will showcase examples from research with more than 1100
European companies and more than 1000 top-talents that deepdived on more than 350 people management practices.
?
A provocative strategic push with underlining strong
evidence
?
What needs to change now and in the future?
?
Why small can teach large?
?
How talent is a key success lever?
Dr. Philipp Zimmermann,
Global TM Director, Evonik Industries AG
10 min. Q&A Session with Phillipp
10:10
“Mastering the storm”
Learn what 700+ Global HR Leaders revealed as their biggest
challenges & opportunities in 2015 and beyond. And, why the
future of HR has never been more critical than now…
This presentation will make you discover:
?
Key external Trends & Changes impacting HR
?
Top 3 HR imperatives for business success
?
Secret behind some of the successes, and failures
Stephan Schmitt
Chief Marketing Officer, Lumesse
10 min. Q&A Session with Stephan
10:20
Coffee & Networking
09:40
s
13:40
14:10
14:20
FUTURE PERSPECTIVES
s
11:00
The Transition of HR
?
Tom will describe several trends and the opportunities these
trends create for HR.
?
If HR can make the transition, the future will be bright.
“Do we need HR?”Seminar
11:30
Tom Haak,
Founder & Director, HR Trend Institute and
Author of `The Future of HR´
10 min. Q&A Session with Tom
Interactive Roundtable Session
?
What will the 'next generation' HR function look like?
?
Does HR know what to focus on to truly deliver
strategic business impact?
?
Is a 'people development manager' (an exemplary line manager
who could coach and refine the people management skills of
peers) the solution?
?
Should the CHRO role be eliminated, with HR responsibilities
funneled in two separate directions — administration (traditional
HR), reporting to the CFO; and talent strategy (line managers),
reporting to the corner office? Why?
Led by the Chairs
People Matter and HR counts –
how to make a difference for the business
?
Is the “Ulrich Model” still the paradigm for HR?
?
Is it worthwhile to claim the famous “seat at the table of
decision makers”?
?
Are we (citing an HR Chief Executive) “Sherpas to the business” or
are we a value generating function?
?
Is it the business expectations or our self-image that hinders us
from being successful?
?
What are key topics that might differentiate HR in the future?
14:50
Let's try to find some good answers to the question why we dearly
need HR today and tomorrow.
Karl-Heinz Reitz,
VP-HRBP & OD,
Unitymedia/ Liberty Global
10 min. Q&A Session with Karl-Heinz
15:00
Wrap-up and end of conference
s
11:40
HR is much better off when closely aligned with the business,
that's where all the action is, in strategic terms:
this is where to play!
The current organisational model of a division of functions in
?
Business Partners, CoE's and SS Centres sounds great but reality
is that few organisations made it work. It has taken costs out
the business but eventually it is a dead end street.
?
Even worse, a poor and mechanical execution of the above model
combined with many Businesses mainly interesting in cost
efficiencies has taken the human out of HR hence has led to
the question : do we need HR? I would add : in this form?
?
With the economy picking up steam, Business leaders more than
ever need support in hiring, developing, rewarding, retaining and
firing of employees.HR is well trained and equipped to source,
identify, interview, assess and develop talent but not all
practitioners focus enough on this core element of the job.
Need to go back to basics.
?
Luckily, Technology is making quantum leaps again and is still
underleveraged in many HR departments however leveraging
new technologies such as cloud based total HR systems or
social media recruitment will allow HR to regain lost ground
- again in strategic terms: here we have the right to play and
opportunity to win.
Ben van Stekelenburg,
Group Director Organisation & Capability,
Associated British Food Agriculture (AB Agri)
10 min. Q&A Session with Ben
s
12:20
Lunch & Networking
03.
TENEO SEMINAR ENDORSMENTS
ATTEND AND
Discuss the structure of the HR service and its ability
to leverage Talent
“It was a joy to see how much Teneo has grown over time in professionalism,
depth and scale, something to be proud off!”
EVP-HR, Shell International
Find out about the performance challenges facing HR
“The participants walked out with true learning's and high satisfaction.
Really what was desired when coming to this kind of event”
Head of Talent Acquisition, World Economic Forum
Discover what the 'next generation' HR function looks
like
“I really appreciated the WE focus, which was for me one of the key reasons for
me to join. Presentations were great, speaker panel too”
Western Europe Talent Supply Leader, Procter & Gamble
Learn about the evolution of line managers and their
ability to lead, develop, coach
“Well Organized, relevant topics, good speakers, great location, terrific staff”
Global Talent Manager, DSM
Understand why HR hasn't been strategic enough
“Great opportunity to meet a lot of professionals from all over the world”
Corporate Talent Attraction Manager, Gate Group
Grasp what it will take to fix HR
“Top opinion leaders here, access/insight into completed programs + new
intuitive + some thought provoking”
Talent Acquisition & Development Director, Ferrari
“The cross- topic setup, the participants, the presentations: relevant, diverse and
interesting)”
VP Global TA and Development, Siemens
Leading
with
Talent
“Do we need HR?”Seminar
This seminar will be held at
the same time as the
3rd HRcoreLAB ,3 streams
(click to view).
You will be able to move
freely between
the streams.
The 3rd HRcoreLAB will feature:
3 Seminars
?
?
47 High-level expert speakers
?
250+ HR professionals
?
37 Case-Studies from leading Organisations
?
9 Interactive round-table sessions
?
5 hands-on Workshops
?
1 Exclusive Cocktail party
?
And much more...
Future of
Rec
VENUE:
Do we need
HR?
Wkshops
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Relax and unwind with our spa and fitness center.
04.
Biographies
Professor Paul Sparrow,
Director, Centre for Performance Led HR, Lancaster University
Paul Sparrow is the Director of the Centre for Performance-led HR and Professor of
International HR Management at Lancaster University Management School.
Philippe also held some operational roles. For instance, between 2010 and 2013, he held
the position of Inchcape Belux Retail director. Inchcape is a leading global premium
automotive group, operating in 26 emerging and developed markets with a portfolio of the
world's leading car brands in the fast-growing luxury and premium segments.
His latest books are on Do We Need HR? Repositioning People Management For Success
and Strategic Talent Management. His research interests include cross-cultural and
international HRM, HR strategy and changes in the employment relationship. His research
in the Centre focuses on eight areas: the nature of strategic competence; HR leadership
and boardroom engagement; performance drivers such as innovation, customer service
and globalization; business model change; the employee engagement-performance link;
talent management; evaluating the ways in which people improve the capital of an
organisation; and future HR trajectories.
Clodagh O'Reilly, Assess. & Leadership Wkforce Science Leader EMEA, IBM
Clodagh is an expert in large-scale recruitment, development and change programs.
Clodagh has worked across numerous sectors including banking and financial services,
healthcare, entertainment and engineering, with both national and international
organisations.
He has consulted with major multinationals, public sector organisations and intergovernmental agencies and has frequently been voted amongst the Top 15 Most Influential
HR Thinkers by Human Resources magazine.
Clodagh is the Chair of the Association of Business Psychologists in the UK, a former
Guest Lecturer on the Metropolitan University's Master of Science in Business Psychology
and the University College London Master Science in Strategic Management of Projects.
Ben Van Stekelenburg, Group Director Organisation & Capability, AB Agri
Prior to his role, Bernard (Ben) van Stekelenburg was the VP of International HR for
Groupon.
Laura Marsi, Head of AMOS (Allianz Managed Operations & Services) Transformation
- Board div. Finance, HR and Transformation, Allianz
Laura received a bachelor degree in Business Economics from the University of Trieste,
Italy in 1990. She then joined the accounting department of RAS Italy (now Allianz SpA)
where she worked until 1995.
Before Groupon Ben co-founded Atazartech, a start up that develops and delivers strategic
business simulations for large banks.
He spent 12 years of his career with Citigroup, most recently as the New York based
Global Head of Talent Management for Citi's Consumer Business.
Ben is a graduate from Twente University of Technology - Public Management Sciencesand attended the Advanced Management Program at the Wharton Business School,
University of Pennsylvania, USA.
Gero Pickert, VP-HR Operations, Nokia
Gero, born in Bremen in the North of Germany, has studied Computer Science and
Business Administration, before he started to work in Consulting. In times of de-regulation,
there was a need to look at technologies from a business angle and at business plans with
a technology understanding. This combination of different relevant views has been a theme
also along the different positions after consulting: From M&A expert and Strategic Planning,
over Country Management, to Business Management for South Europe, Key Account
Management and the role as CEO for Siemens Mobile Networks in China.
After returning from China, a final sales assignment (Strategy for West- and South Europe)
and now with Nokia, he began a new Journey in HR. Starting with HR Operational
Excellence (Processes, HR IT, Controlling) he planned and then implemented HR Shared
Services. With Nokia Gero combines the responsibility for all standard, transactional HR
services to Nokia employees and management in 130 countries with HR IS- and
Controlling & Reporting concepts. The Shared Services organization is structured around 4
'Focus Locations' with each having number of defined Satellites.
Trond Jakobsen, VP Segment HRBP, Yara International
Trond has over 20 years of experience in the field of HR and organizational change. His
current role is Vice President and Segment HR Business Partner at Yara International. He
is the HR Business Partner for two major business segments, Downstream and Supply &
Trade, in addition to being the Business Partner lead for Asia, Africa and the corporate
headquarters.
As Segment HR Business Partner Downstream and Supply & Trade, he supports senior
business leaders and their teams in achieving their full business potential, by fostering
excellent people management, developing high-performing organizations locally and
globally, and acting as coach and partner to the business leaders.
A key task has been advising leaders on, and managing, transformations and change
management activities, including mergers and acquisitions.
Trond has experience from a wide range of HR roles. Previous roles at Yara International
include Head of Global HR Business Partnering, Vice President HR Downstream, and Vice
President Compensation & Benefits. Before this, he was Vice President and Head of the
Corporate Organization and Learning Department in Norsk Hydro (50,000 employees).
“Do we need HR?”Seminar
His career also includes working as a Senior Management Consultant at Hay Group and as
an Senior Management and IS Consultant.
Olaf Lange, Managing Partner, Team Steffenhagen consulting
Born in 1964, Olaf Lange is a certified Psychologist (Dipl.-Psych.). After his studies in
Cologne, he has gained more than 20 years of consulting experience in B2B business
environment in various industries, including the chemical industry, automotive,
telecommunication, IT services and finance.
Olaf's consulting focus is on organizational development, leadership, change management,
strategy, and sales development.
Besides his consulting experience, he has a broad expertise in training: e.g. negotiation
trainings, communication trainings, leadership trainings, customer orientation training. In
addition, he is a MBTI® certified trainer and lecturer at Business School Berlin Potsdam
(BSP).
Philippe Duvivier,
Director, Customer Experience & HR, Toyota & Lexus
As senior HR leader, Philippe has the full HR responsibility for 5 business units located in
Belgium and Luxembourg. He is also Customer Experience Director for Toyota and Lexus
in BeLux and plays an OD role as co-leader at global level.
After a Master in Psychology, Philippe started his career at the International Labor Office in
Torino Italy. He then worked for small and middle size IT companies before joining the
major Belgian telecom operator, where he held several HR positions including the creation
and the management of Shared Services Center and lead major change management
projects.
In 2003, Philippe lead a team who won the e-HR award. During his 5 years with Deloitte,
he was in charge of consulting services in the area of HR transformation and HR strategy.
She uses her varied international project and people management experience to ensure
she delivers consistent and sustainable results.
In July 1995 Laura moved to the finance area of the Allianz Holding in Munich and was in
charge of the closing of some European subsidiaries. In 1998 she moved to the business
division Europe I to cover the positions of country manager Switzerland and later in Spain.
In 2003 she joint GHR and covered since then different management positions in the areas
of HR knowledge management, strategic projects, HR operations, talent & performance
management, recruiting.
In March 2011 with the foundation of the new GHR department at the Holding Laura
became Head of Talent Management Global responsible for the talent management
activities in Allianz SE and Group.
Laura, (43) is married and has one 3 years old daughter. In her free time she enjoys
practicing all kinds of sports and listening to rock music.
Dr. Philipp Zimmermann,
Director Global TM & Strategic Recruiting, Evonik Industries AG
Since 2012, Dr. Philipp Zimmermann has been working at the headquarters of Evonik
Industries AG. He is in charge of global talent management for Evonik's senior
management and the strategic recruiting of the group. His responsibility spans from
strategic governance to operational support.
Prior to Evonik, he worked with The Boston Consulting Group as Principal and Recruiting
Director serving international clients across industries on HR strategy, talent management,
HR strategic planning and HR transformation. As partner with the executive search firm
CAPIALENT he helped clients with executive search, management audits and talent
management focused management consulting. He is jury member with the Foundation of
German Economy and (co-)author of leading, international publications on strategic HR
and talent management.
Philipp holds a PhD in economics and business informatics and is qualified as a certified,
systemic management coach.
Stephan Schmitt,
Chief Marketing Officer, Lumesse
Stephan joined Lumesse in April 2014 as Chief Marketing Officer to provide executive
marketing leadership for Lumesse's global operations.
Stephan is an industry veteran with more than 20 years of experience in a series of
marketing leadership roles within the tech industry – at both an enterprise and start-up
level.
Following a highly successful marketing career at HP Stephan has more recently been
involved in a series of innovative new technologies start-ups in the US to help develop their
strategy and successful market penetration including SimplyLEDs where he served as a
partner and company officer. He also serves as a board member at start-ups
ReadyReceipts, Cymbrio and SimplyLEDs.
Prior to this, Stephan was vice president of worldwide marketing at HP's StorageWorks
division where he was overseeing and directing the entire marketing mix for a business unit
with $4 billion in revenue. Stephan joined HP in 1991 in Germany and has held senior
European marketing and management positions. In his last European assignment, he
managed the commercial supplies business in Europe, the Middle East and Africa before
moving to the US to become vice president of marketing for the HP printing supplies
business.
Stephan graduated from the Karlsruhe Institute of Technology, Germany. He holds a
University Diploma in mechanical engineering, computer science and business
administration.
Tom Haak, Founder & Director, HR Trend Institute and
Author of ‘The Future of HR ’
Tom has an extensive experience in HR Management in multinational companies. From
2006-2014 he was the global HR Director for ARCADIS, the leading global natural and built
asset design and consultancy firm, with 27,000 employees worldwide.
Prior to ARCADIS he worked in senior HR positions at Aon, KPMG and Philips Electronics.
Tom has a keen interest in innovative HR and how organizations can benefit from trend
shifts.
Tom is known as an innovator, and in the organizations where he led HR he succeeded to
have a large impact with small teams. Tom has a big international network.
Karl-Heinz Reitz, VP-HRBP & OD, Unitymedia/ Liberty Global
Karl is working as HR Executive since more than a decade, specifically on transformational
initiatives in the HR area.
He is responsible at Unitymedia for the HR Business Partner Organisation, Leadership and
People Development, Cultural Change & Transformation, Recruiting and Performance
Management.
05.
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3rd HRcoreLAB
18th & 19th MARCH 2015, BARCELONA
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6. Important notice: While every effort will be made to adhere to the advertised package Teneo Mettings SL, reserves the right to change events dates, sites or location or omit event features, or merge the event with another
event, as deemed necessary with no penalty and in such situation no refunds or alternative offer shall be made. In the event that Teneo permanently cancels the event for any reason whatsoever (including Force Majeure
occurrence) and provided that the event is not postponed to a later date nor is merged with another event, the client shall receive a credit note for the amount that client has paid to such permanently cancelled event, valid
for up to two years to be used at another Teneo Meetings SL, no refunds, part refunds or alternatives shall be made.
7. Governing law: This agreement shall be governed and constructed in accordance with the law of Spain and the parties submit to the exclusive jurisdiction of the Spanish law.
However Teneo Meetings SL only is entitled to waive this right and submit to the jurisdiction of the courts in which the Clients office or head office is located.
8. Code of Ethics and Professional Conduct: The seminar will be conducted in full compliance with competition law and by becoming a participant and/or getting involved in activities of the Teneo Meetings S.L. seminars,
individuals agree that they accept our Code of Ethics and Professional Conduct and the Complaints procedure, which applies to all activities and events of Teneo Meetings S.L.
9. Image Release: When registering for Teneo Meetings events, conferences and seminars, delegates allow permission to Teneo Meetings, its agents and others working under its authority, to take and to
have full and free use of video/photographs/audio containing their image/likeness. It is understood these images may be used for promotional, news, on-line/multimedia, research and/or educational purposes by and for
Teneo Meetings. Delegates agree that they are not entitled to remuneration, residuals, royalties or any other payment from Teneo Meetings in respect of their image/likeness or its use. Delegates release, discharge, and hold
harmless, Teneo Meetings and its agents from any and all claims, demands or causes of actions that they may hereafter have by reason of anything contained in the photographs or video. Should a delegate not agree to the
above image release, they must advise Teneo Meetings by contacting legal@teneoevents.eu