+353-1-416-8900REST OF WORLD
+44-20-3973-8888REST OF WORLD
1-917-300-0470EAST COAST U.S
1-800-526-8630U.S. (TOLL FREE)

PRINTER FRIENDLY

Strategic Corporate Governance (December 7-9, 2020)

  • ID: 5150035
  • Training
  • December 2020
  • Region: Global
  • 3 Days
  • Eureka Financial
  • Training Dates: December 7-9, 2020
1 of 4

This is a unique opportunity to complete this programme remotely via a virtual classroom which will be delivered over 3 x 4.5-hour sessions on 7, 8, 9 Dec at 10 a.m. UK time. The course is conducted by a senior expert with over 20 years of international experience.

On completion, you will receive a comprehensive set of course materials and course certificate.

Attend this practical Corporate Governance Course to learn about the best standards and practices for creating and protecting the value of your organisation.

Governance is now acknowledged as a core business function. Governance is not simply about compliance - whether with the law, regulation or guidance. Compliance provides a company with its ‘licence to operate’, but high-quality systems of governance lead to better-run companies which create, grow and protect value for all their stakeholders.

The never-ending list of corporate scandals and crises has emphasised the need for boards and directors to understand what governance good practices look like and to ensure that they have sound governance systems in place. Using case studies and drawing on the delegates’ own experience, the Strategic Corporate Governance Programme will take participants through the process of building a high-quality governance framework.

By attending the Programme delegates will be able to assess the strength of their own organisations’ governance, and identify where change and improvement is needed for their company to become more effective in creating value, resilient in times of market turbulence, and sustainable into the longer term.

What will you learn

By the end of this programme you will:

  • Learn the best strategies for building high-quality governance framework
  • Define the role of the board of directors and your role within
  • Explore different governance models across the globe and identify which of them works best for your organisation
  • Recognise and deliver your obligations as a director
  • Learn the strategies for creating and protecting value for your organisation
  • Explore the tools to protect your organisation’s reputation and brand value
  • Gain an understanding of the governance as a business-critical function
  • Manage governance function within different business contexts - listed, private, state-owned, family-owned businesses
  • Master the strategies for improving board effectiveness

Main topics covered during this training

  • Governance as a business-critical function
  • Defining the role of the board of directors
  • Different governance models across the globe
  • Recognising and delivering your obligations as a director
  • Different governance contexts - listed, private, state-owned, family-owned
  • Managing your reputation and your brand
  • Creating and protecting value for an organisation
  • Strategy and business models
  • Strategies for improving board effectiveness
  • Case studies from around the world
Note: Product cover images may vary from those shown
2 of 4

DAY 1 - GOVERNANCE

MODULE 1: Governance as a business-critical function

  • The purpose of an organisation
  • The purpose of a board
  • Definitions of governance
  • The business case for corporate governance

MODULE 2: International standards/best practices and which model will work for you

  • History and evolution of governance
  • Different governance models across the globe
  • Different governance contexts - listed, private, state-owned, family-owned

CASE STUDY: How value was destroyed inside VW (European automotive)

MODULE 3: How to recognise and deliver your obligations as a director

  • Directors’ roles and responsibilities
  • Transparency, disclosure and communications
  • Shareholders and stakeholders
  • Managing your reputation, your brand and your social media profile and exposure

MODULE 4: How to create and protect the value

  • Strategy and business models
  • Measuring execution through Key Performance Indicators
  • Managing risk

CASE STUDY: Why things went wrong at Toshiba and Takarta (Japanese manufacturing

DAY 2 - THE BOARD

MODULE 1: ‘Companies don’t fail, boards do’

  • Board roles and relationships
  • Tone from the top
  • Culture, values and behaviours
  • Ethical leadership

MODULE 2: Delivering a board’s principal role of making high-quality decisions

  • The three main forms of delegation
  • The role of committees
  • Delegating to the management team
  • Subsidiaries and Special Purpose Vehicles
  • Board support structures
  • Quality of board information
  • Optimising decision making

MODULE 3: The strength of the board is the strength of its weakest director

  • Director competencies - getting the best team into place
  • Knowledge, skills, experience and independence - and other attributes
  • Director induction and development
  • Succession planning

CASE STUDY: The failure of the Co-Op Bank (UK Financial Services)

MODULE 4: Strategies for improving board effectiveness

  • Board performance
  • Board dilemmas
  • Board evaluation
  • The twelve steps to a performing board
Note: Product cover images may vary from those shown
3 of 4

Seamus operates as The Board Adviser, working with boards, directors and company secretaries to embed high-quality governance. He was formerly Policy Director at the Institute of Chartered Secretaries and Administrators (ICSA), the international qualifying and representative body for company secretaries and, prior to that, the Group Company Secretary and Director of Regulation at Anglian Water (later AWG) plc, and Head of Public Policy and Regulation at O2 plc (now Telefónica UK Limited). Originally a senior policy adviser in the UK government, he was Private Secretary to John Gummer MP, Secretary of State for the Environment, and John Prescott MP, Deputy Prime Minister. He has also served as an adviser to the French Government.

Seamus has worked with boards and directors in the UK, the UAE, Qatar, Oman, Hong Kong China, India, Malaysia, South Africa and the Baltic States. He provides governance advisory services, including director training, induction and development, board effectiveness reviews, governance audits and board evaluation, and runs a Leadership Development Programme for company secretaries and other professionals whose work takes them into regular contact with boards and directors.

Seamus has a BA (Hons) in Business Studies and French, a Masters of Business Administration from Henley Business School, and is an ICSA Fellow.

Note: Product cover images may vary from those shown
4 of 4

Board members including:

  • Chairmen
  • Directors – Executive and Non-Executive
  • CEOs
  • CFOs
  • Company Secretaries
  • General Counsel

All senior directors and executives working closely alongside the board, including VPs, Directors, and Heads of:

  • Risk Management
  • Investor Relations
  • HR
  • Legal
  • Strategy
  • CSR
  • Communications
  • Corporate Affairs
  • Public Policy
  • Regulation
  • Compliance
  • Audit
  • Internal Control
  • Operations
Note: Product cover images may vary from those shown
Adroll
adroll