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Corporate Governance Training Week
This practical corporate governance training course examines current best practice in all aspects of corporate governance, from the new role of board committees and directors' responsibilities and powers, to best implementation of governance in day-to-day activities. The costs and benefits of best practice governance will be examined and practical guidance will be given on such issues as the relationship with shareholders and other stakeholders, managing and meeting the expectations of the market, international investors and local government and regulatory authorities. The course will also discuss the challenges of implementing best-practice corporate governance in emerging markets and will include the specific requirements of banks and financial institutions.
How will this course assist you?
This comprehensive 4-day programme will cover:
- The current state and direction of best practices in corporate governance
- Implementing and embedding best practices within your organisation /institution
- How to structure board committees, institutional policies and procedures to conform to international requirements and expectations
- How to communicate governance procedures to outside stakeholders including shareholders, governments and communities
- Implementing governance directives within the management of the institution
- Analysing the governance of other institutions
- Governance as a competitive edge
- Identifying and maximising the financial benefit from improved corporate governance and procedures
- Practical presentations on formulating and implementing modern international corporate governance principles will be blended with case studies drawn from recent international precedents.
- Workshop projects that simulate real-life experiences will help to reinforce key principles.
Previous corporate governance training course attendees:
"A worthwhile investment. Very informative and interactive"
Risk and Assuance, NLNG
"The course was very good and would be useful for all directors"
Director, Retirement Benefits Authority
Who should attend
- Directors & Board Members
- Audit Committee members
- Company secretaries and governance professionals
- Corporate counsel
- Senior company management
- Investors and fund managers
- Securities exchange officials
- Lawyers & legislators
Part 1: Introduction to Corporate Governance
■ The Importance of Corporate Governance
- The Definition of ‘Corporate Governance’
- A Brief Overview of the Business Case
- Corporate Governance Scandals
- The Principal Issues of Corporate Governance
- Corporate Governance as a Dimension of the Broader Picture of Responsible Business Practices
■ Governance Lessons: The Enron Collapse
■ The Business Case for Corporate Governance
- Opinion-Based Research
- Focus List Research
- Governance-Ranking Research
- The World Bank Group
Part 2: Influencing Executive Management Thinking
■ The Distinct Roles of the Board of Directors
- The Board as Monitor of Risk
- The Board as Strategist
- The Board as Advisor
- Case Studies: Troubles at WorldCom and at Olympus
Influencing Executive Management Thinking (continued)
■ Board Dynamics
- The Role of the Chairman
- Executive vs. Independent Non-Executive Directors
- Qualities to Look for in Independent Non-Executive Directors
- Board Diversity
- The Role of the Company Secretary
■ Group Decision Making
Board Practices and Procedures
- Group Polarisation: Does Discussion Strengthen the
Dominant Inclination of Boards?
- Group Problem-Solving and Brainstorming: Are Many
Heads Really Better than One?
- Groupthink on Boards
- Symptoms of Groupthink
- Preventing Groupthink
- The Influence of the Minority Thinker: When, and How,
Do Individuals Influence Groups?
- The Influence of the Unconscious Mind in Decision Making:
How Does this Apply to Boards of Directors and Executive
- Shareholders ‘Own’ the Company in an Unusual Way
- Ownership vs. Control: The Difficulty of the Agency Relationship
- Contemporary Institutional Share Ownership
- Shareholder Governance Strategies
- Looking towards the Future: Shareholder Activism
- Case Studies: The Problems of Cross Shareholding and Related Party Transactions in Emergent Market Companies
■ The Wider Community of Stakeholders
- Identifying a Company’s Stakeholders: Understanding the Contextual Problem
- Case Studies: Toyota: the Recall; Nestlé: the Controversy with Greenpeace over Palm Oil; the BP Oil Spill in the Gulf of Mexico; Financial Services and the ‘Occupy’ Movement – The Issue of Inequality Remains a Challenge
- The Future: Developing Partnerships with Stakeholders
■ The Special Situation of Family Firms
- Family Firms and as the Dominant Form of Business
- The Advantages of Family Firms
- Governance Challenges for Family Firms in Emerging Markets
- Developing Appropriate Governance Structures
Part 3: International Dimensions of Corporate Governance
■ An Overview of Corporate Governance Systems in the Industrialised World: Asia in Comparative Perspective
- The Perspective on Trends in the Industrialised World
- Board Independence
- Diversity of Experience
- Transparency and Disclosure
- Board Evaluation Japan, Korea, and Singapore in Comparative Perspective
■ Asia in the Light of Governance Systems in Leading Emerging
- Making Sense of Governance in Emerging Markets
- Corporate Governance in the Middle East
- Corporate Governance in Africa
- Corporate Governance in Asia: China, Indonesia, Malaysia, Philippines, and Thailand
- Asia in the Light of other Regions
Part 4: What Governance Lessons Has the Financial Crisis Revealed?
■ Governance Lessons from the Financial Crisis
■ Lessons concerning Poor Risk Management
■ Lessons concerning Defective Compensation Systems
■ Lessons concerning Poor Regulation
■ Case Studies: Lehman Brothers; Bear Stearns; Royal Bank of
Part 5: Implementing Best Practices
■ Assessing Corporate Governance in Your Company
- The Good Governance Matrix of the International Finance Corporation
- The Company’s Commitment to Good Governance
- The Structure and Functioning of the Board of Directors
- Internal Controls over Corporate Accounts
- Transparency and Disclosure
- The Treatment of Minority Shareholders
Risk and Responsible Business Practices
Part 1: The Broad Dimensions
■ What are the Broad Dimensions Implicating Risk and Responsible Business Practices?
■ What are we talking about? Corporate Governance CSR, ESG, Sustainable Development
- Environmental issues
- Labour issues
- Human rights issues
- Corporate philanthropy
- Corporate Governance
- Ethical business practices such as product safety and avoiding corrupt business payments
■ The Business Case
- Investor interest
- Changes in business thinking
- Changes in consumer thinking
- The business benefits
- Investor relations and access to capital
- Competitiveness and market positioning
- Employee recruitment, retention and productivity
- The minimisation of litigation risk
- Enhancing the ‘license to operate’
Case Study: the Volkswagen emissions scandal
Part 2: Environmental Concerns
■ Environmental Concerns
- The sustainable use of natural resources
- Energy conservation
- The reduction and disposal of waste
- Implementation steps and life-style thinking
- Involving suppliers and customers
- Emerging trends in corporate sustainability
■ Environmental Concerns: Water Risk
- The background to water risk
■ Water risk in Africa, Asia and the Middle East
- Water risks in the value chain
- Risky sectors
- A phased approach to managing water-related issues
Case Study: Coca-Cola’s partnership with the World Wildlife Fund (WWF)
■ Environmental Concerns: Climate Change
- Update on the latest scientific evidence
Climate change in Africa, Asia and the Middle East
■ Post-Paris and Post-Trump: Where are we going?
- Assessing climate risks in business operations
- Corporate strategies for adaptation: the experience to date
- Case Study: the fossil fuel divestment campaign
Risk and Responsible Business Practices Cont'd
Part 3: Labour Issues
■ Labour Issues in the Workplace
■ Health and Safety
■ Non-discrimination in Employment
■ Wages and Hours
■ Child Labour
■ Forced Labour
■ Listening to Workers: Freedom of Association and Bargaining
■ Bullying and harassment
Case Studies: the clothing, textile and toy industries
Part 4: Other Dimensions Implicating Responsible Business Behaviour
- Product Safety
- The regulation of product safety
- Product recalls
- Reputational damage
Case Studies: the contaminated milk scandal in China; Takata and exploding airbags; Samsung Galaxy Note 7; air safety: Boeing’s Problems with the 737 Max
■ Corrupt Business Practices
- The background: the international dimensions of corruption
- The OECD anti-corruption regime
- The United Nations anti-corruption regime
- The ADB-OECD Action Plan for Asia-Pacific in the light of anti-corruption regimes in Africa and the Middle East
Case Studies: Patterns of corruption in Europe, Africa, Asia, and the Middle East; Getting Tough: anti-corruption strategies
- Marketing and Advertising
- The responsible business dimensions of marketing and advertising
- Controls on inappropriate marketing and advertising: an overview of law and self-regulation worldwide
Case Study: Misleading advertising claims
- Fair Taxation
- How is business risk implicated in lawful tax minimisation strategies?
Are Developing Countries getting a raw deal?
- The OECD/G20 Action Plan
Case Studies: the European Commission’s treatment of the tax minimisation
strategies of Apple and Google; tax avoidance strategies of multinationals in Developing Countries
Part 5: Implementing Risk Management
■ Strategies for Integrating Responsible Business Practices
within Business Operations
- The buy-in from the Board of Directors
■ Embedding Responsible Business Practices within the corporate DNA
- Products and services
- Supply chain
- Transportation & logistics
Our Tailored Learning Offering
Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.
If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.
We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.
We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.
We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:
- Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
- Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
- Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
- Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
- Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product
BiographyDennis Driscoll is an international lawyer. He is the former Dean of the Law School at the National University of Ireland (Galway).At Galway, he was the Chairman of an annual workshop, designed for in-house legal counsel, on the legal problems of multinational companies. He has also been a Visiting Professor at Harvard University and Peking University Law School. For the past decade, he has given training programmes on CSR/Corporate Governance to more than 500 companies in Europe and in Emerging Markets, especially in China. He is the author of the forthcoming study International and Comparative Corporate Governance.