• 20+countries  

• Most prestigious companies of the world 

• World known speakers

• Atmosphere of trust     

• Individuals in corporate executive leadership positions

• B2B networking  

• Practical outcomes implementable to businesses

• Actionable insights

• Sustainable growth

DANIELLE WALSH

Director, Future Cities & New Industries

HSBC

ALESSANDRO GRAPS

CEO

Joule HUB

DR.DIRK

LUBIG

Head of China GTB, Head of Greater China CCM, Corporate Investment Banking

Deutsche Bank

JAN HEYVAERT

Director Human Resources

Ageas

NICOLA MELCHIOTTI

Country Manager Argentina

Enel Group, Argentina

ALESSIO MONTONE

Head of Smart Meter Network Technology and Innovation

ENEL

JACQUES BUGHIN

Former Senior Partner, McKinsey & Company

Director, Mckinsey Global Institute

RALF SAMBETH

VP Industrial Power & Bipolar, Industrial Power Control

Infineon Technologies

EDWIN KLAPS

Managing Director Broker Channel & Non-Life Development

AG Insurance

DAMIEN NIROUSSET

Head Building Products International for Siemens Smart Infrastructure

Siemens

DANIELLE DE LA FUENTE

Founder and Executive DirectorThe Amal Alliance

BARBARA KREISSLER

Director, B2G Professional Lighting

Global Public & Government Affairs

Signify

ENRIQUE DE LAS MORENAS

Head of Competitor Intelligence, Market Studies & Strategic Analysis

ENEL

DR. HOLGER ERCHINGER

Partner, KPMG LLP, New York

JEAN-LUC LARRIBAU

Partner, Le 16 Law

GENNARO BISESTI

Chief Auto Officer and Chief Operating Officer

Europe Assistance

FREDERIC VAN WEYENBERGH

Partner at McKinsey & Company

Partner at Risk Dynamics

DR. ANN KAPLAN

CEO

IFinance

KUMLACHEW EBISA

Head of Financial Strategy Holding Administration

ENEL

LUCA ASCOLESE

Head of Group Workforce Planning & People

Generali

MICHAELA PURCHET

Senior Vice President, Head of Region Bavaria South

UniCredit Bank AG

CHANTAL CAGNE

VP Claims Auto Operations, Appraisal and Solution Development

Desjardins General Insurance Group

JESSICA ELENGICAL

Head of Corporate Strategy and M&A

DWS

IRENE DE ANGELIS

Director of Antitrust Affairs

Intesa Sanpaolo

PAOLO BASSANI

Head of Metering - O&M Italy

E-distribuzione SpA

JANNA BOBOHONOVA

Head of External Relations

G-20Y Association

SOFIA  HRISTOVA

Group Head of Digital channels

Generali

Vice President Global Commercial & Strategy Human Nutrition & Health

DSM

Vice President & General Manager

Infineon Technologies

Group Head of Operational Reputational & Cyber Risk

Intesa Sanpaolo

FABRIZIO IACCARINO

Public Affairs manager, National institutional relations

ENEL

KSENIA KHORUZNIKOVA

G-20Y Association Founder and President

RACHEL BARGER

Chief Operating Officer

SAP Asia Pacific Japan

MARCUS STEIN

Head Equity Solutions, Head Financial Sponsor Coverage. Corporate Finance MidCap Germany

Deutsche Bank AG

GREGOR PILGRAM

CEO

Generali Austria

OLGA RYABOVA

Former Deputy Chairwoman of Rosbank

STEFANO TEMPESTA

Regional Director, Microsoft

Co-founder, 365 Community

G-20Y SUMMIT 2020

“Redefining Success For People, Planet and Profit”

Discussion Points

We are at a time where all businesses across all sectors, and even all individuals, have been going through a transformation process. Among other things, this requires the transformation of business activities/functions; business processes; business models; business ecosystems; business asset management; organisational culture; ecosystem and partnership models; and customer, worker and partner approaches.

Together we will find solutions on how business leaders should react and run the corporations in a challenging times of COVID-19 outbreak and economic unstability.

Each G-20Y Summit delegate will join the work of one of the Summit’s Committees to co-create actionable insights implementable for businesses on upskilling initiatives and on how to redefine business activities to improve operating effectiveness, to stay competitive and meet customer expectations:

1.  RE-thinking Energy Markets;

2.  The Future of Banking - Beyond Financial Services;

3.  Innovative Insurance and InsurTech;

4.  The Future of Jobs;

5. Smart Cities and Innovative Technologies.

*The G-20Y Summit delegates can create the Committee VI based on the area of their business priorities.

​

SMART CITIES COMMITTEE

Cities are under strong pressure from increasing population, due to the largest economic migration influx ever seen and growing concentration in urban settings. A smart city cannot impact and improve people’s quality of life without “smart citizens”, citizens who are included and whose privacy is respected. How can citizens be empowered to make the best use of tools and services based on new technologies provided by local and national authorities and businesses?

How do you design services to make a Smart City fully inclusive? What does a Smart Citizen need to consume the services? What skills, both soft and hard, are needed both in the administration and in the public?

The members of the G-20Y Summit 2020 Smart Cities Committee will come together to adress the core issues related to the smart cities consept and will focus the discussion through the following framework, based on the following dimensions:

• The Areas where the smart city is deployed: mobility, utilities (water, electricity, waste management, etc) health, safety, environment, digital infrastructure.

• The Key Technologies that can enable Smart Cities: artificial intelligence, data analytics, IoT, drones, blockchain, chat bots, remote collaboration tools.

• The Challenges facing Cities in developing their Smart City strategies: trust/ethics, data privacy, leadership, people skills, organization, public-private collaboration and the pathways to scale.

• The opportunity for Smart Cities to be part of a global network that crosses political boundaries. Can we think of a Smart State? Which form of government would it have? What would its currency be? Would this Smart Government entity limited to a specific physical region, or would cross geographical boundaries? And how would movements of people and good be regulated? 

THE FUTURE OF JOBS COMMITTEE

The digital age is promising exciting new ways to work and create value. However, the new skills required to thrive in this new era are in short supply, forcing companies to examine their workforce capabilities. According to PwC’s latest CEO survey, 38% of CEOs globally say they’re extremely concerned about the availability of key skills as a threat to business growth.

By 2020, approximately 80% of all job roles will require digital competencies – yet, only a fraction of the current workforce is digitally native. Job displacement created by skills mismatches has a direct impact on economic output, tax revenue and social security costs. To address this challenge, organisations and governments will need to invest in continuous upskilling and reskilling approaches.

Visionary leaders are needed to champion upskilling initiatives. They need to set a positive vision of what the future jobs will look like, skills required, and can reinforce the long-term business and social elements that sustain growth in their region, country, or industry. To improve the lifelong learning experience, companies need to engage with government, education and community partners.

Gig economy, new generations entering the job market (millennials and centennials), the tremendous shift in the working environment drive the new task all of us are already facing: what makes us as humans successful? How does the new equation “life-work-learn balance” look like?

The members of the G-20Y Summit Future of Jobs Committee will come together to elaborate proposals on how to address the issues of skills mismatches, of upskilling workforce to stay competitive in digital era and how to redefine success for us as humans:

​

• How to create a successful life path, maintain the “life-work-learn” balance and who is responsible for it?

• Wellbeing of stakeholders – the new role of corporations? Or the birth of a new ecosystems’ approach?

• Are you considered as people leader if you are managing robots? How can human talent be promoted in the new “bionic” corporate environment, where the capabilities of humans and machines are combined to develop more productive operations? What will be the new management structure and leadership model of the “bionic” companies?

• The role of corporations as learning organisations through reskilling and upskilling efforts;

• Social consequences addressing the ethical dilemmas about AI and other innovative and disrupting elements of the 4th Industrial revolution in specific chapters of Ethics and Compliance programs of corporations;

• How can traditional values, such as civil rights, privacy and democracy be protected in the “smart” companies, cities and societies?

THE FUTURE OF BANKING COMMITTEE

Every bank is working hard to update its legacy systems and looking to technology to improve operating effectiveness and improve the customer experience. To meet changing customer demands the sucessful bank will need not just offer the same financial services, but will need to establish itself as a “trusted advisor”, creating a utility that encompasses solutions, information, advice and a digital platform where the unique customer can access 24/7. The future bank must design new processes facilitating the needs from the customers perspective.

The future customer will utilize a facility that provides choices, added value and a customized experience – basically, a one stop shop for all financial needs and additional related services: it will not be a bank, the future will be a financial ecosystem.

To do so, banks will need significantly deeper and broader technology expertise than they have today. Banks need leaders who understand the kinds of transformation that are possible and can manage change effectively. Emerging technology applications, particularly intelligent automation, are already changing the workforce and are expected to have an increasingly profound impact in the near future.

The members of the G-20Y Summit 2020 Future of Banking Committee will come together to elaborate proposals around some issues related to workforce transformation and impact on customers caused by technology that is radically changing the structure of the financial industry:

• Identifying the skills and experience needed to stay competitive;

• Aligning talent strategy with business strategy;

• Encouraging investment in transformation. Reinventing the organization: struggle for efficiency—incorporate technology and the “new customer” experience;

• Shifting bank’s culture; move from hierarchical organizations to other operating models (vertical to horizontal);

• Managing the impact on customers.

INNOVATIVE INSURANCE AND INSURTECH COMMITTEE

With increasing disruption, and continuous and rapid change, the insurance sector is being transformed - jeopardising traditional business models. The insurance industry needs to evolve recruiting, hiring and development to focus on aptitude and attitude rather than deep industry experience. Gig-economy models should be explored to draw in a more diverse, agile workforce and data science,

Artificial Intelligence, robotics and other digital tools need to be embedded in the day-to-day. The level of change management required for the current workforce to support the shift to the future ‘Bionic’ way of working cannot be underestimated or overlooked.

The insurance industry is increasingly customer-centric - the customer is at the core of the business, and insurers must continually innovate to meet their evolving needs to stay competitive.

The members of the G-20Y Summit Innovative Insurance and InsurTech Committee will come together to elaborate proposals around some issues how Insurance companies  can advance Employee upskilling and reskilling in order to stay competitive and meet customer expectations.

• Transforming of people and culture and  leveraging the workforce ecosystem;

• Reframing the employee value proposition;

• Establishing insurance as a value-added component of an ecosystem focused on risk management and trusted advisor for customers.

RE-THINKING ENERGY MARKETS COMMITTEE

The resilience of energy systems and markets to disruption will be increasingly challenged.  Economic, social, climatic and technological are some of the key events that may individually or jointly impact energy markets. Health emergencies such as the 2020 Coronavirus crisis have quickly brought energy system to test such resiliency. New technologies such as digitalization may help to build-up resilience but they will have to be supported by clear vision of the necessary cultural, business model and regulatory changes. In such perspective, rapid evolution in the energy sector driven by new technologies and policy concerns is made more challenging by sudden disruptions testing its resilience. The members of the G-20Y Summit 2020 Re-Thinking Energy Market Committee will come together to elaborate proposals around some of the strategic priorities in energy sector: 
•    Adapting to a rapidly evolving business environment shaped by changing technologies, business models and regulatory frameworks
•    Building resilience to economic, social, physical and technological disruption
•    Developing an ecosystem of partnerships for geographical and business diversification;
•    Engaging proactively with regulators and policy makers to work out industry-society win-win solutions and ensure the energy transition unfolds following the most efficient path;
•    Upskilling the workforce through continuous learning to make it digital-literate and empower it within a sector in deep transformation;
•    Fostering consumer trust and engagement in the challenging and uncertain times ahead
•    Shifting mindset to become more “stakeholder-centric” adapting and anticipating the need and expectations of companies’ stakeholders.