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VAT on Virtual and Online Programmes

VAT is applicable on virtual programmes to delegates attending from the UK*. If participating from the EU, a valid VAT number is required to ensure VAT will not be charged under the reverse charge mechanism. VAT is not applicable to attendees from all other countries.
*For virtual courses ran through our Asia office, VAT may be applicable to HK and Singapore residents only. Find out more by contacting learning@euromoney.com

 

Claiming Back Your VAT

All attendees of a London based course incur VAT as a part of the cost of attendance.

Euromoney Learning have partnered with VAT IT to allow you the unique opportunity to recoup the VAT incurred.

Using VAT IT's extensive experience and simple sign-up and refund process, every invoice can be turned into cash for your business.


Claim the VAT that's rightfully yours in four simple steps:

1. Register your interest

2. Sign a few simple documents

3. VAT IT processes your claim

4. Receive your refund




Why choose VAT IT 

VAT IT have spent two decades identifying, researching and perfecting the foreign VAT Reclaim process and built the best back end technology in the industry. By partnering with Euromoney Learning, we can provide you with a fast and effective way to reclaim your VAT which helps reduce the cost of your training.

VAT IT will charge a percentage of the VAT refund if/when it is successful. 


Can I claim back the VAT myself?

You can claim back VAT directly from the UK Tax Authority (HMRC) by completing the following form. 
For European clients, please refer to form VAT 65
All other clients, please refer to form VAT 65A.

 

You may also be able to claim back your VAT against courses taking place outside of the UK, and we would recommend contacting VAT IT, our specialist partner, to discuss how to do this.

Corporate Governance Training Week (Modular Course)

Support the long-term success of your business through effective corporate governance
  • This course is made up of two separately bookable modules:

    Module 1: Corporate Governance (Day 1-3)
    Module 2: Corporate Governance in the Wider Context of Risk and Responsible Business Practices (Day 4-5)

     

    Our practical Corporate Governance Masterclass examines current best practice in all aspects of corporate governance, from the new roles of board committees and directors' responsibilities and powers, to best implementation of governance in day-to-day activities; and, further, it also includes the many broad and distinct dimensions of responsible business practices, from environmental concerns to labour issues to human rights, and from corporate philanthropy to ethical business practices such as product safety, responsible advertising, and anti-corruption.

    In Module One, the costs and benefits of best practice governance will be examined, and practical guidance will be given on such issues as the relationships 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 Industrialised Countries and in Emerging Markets, and it will also include the specific requirements of banks and financial institutions.

    The relationships of the many stakeholders of a company will be considered as well as the strengths and weaknesses of the decision-making processes that influence behaviour. The course will also discuss the challenges of implementing best-practice corporate governance in Industrialised Countries and in Emerging Markets. Special attention will be given, in case studies, to the business difficulties that result from inadequate corporate governance.

    In Module Two, the analysis turns, more widely, to the broad and distinct dimensions of responsible business practices in both Industrialised Countries and in Emerging Markets.

    All of these issue areas of responsible business practices have come to be regarded as of especial importance to corporate financial success. Further, as of December 2021, approximately 5,000 institutional investors and other stakeholders, with more than $120 trillion under investment, have pledged, under the UN Principles for Responsible Investment, to consider a company's responsible business practices when making investment decisions.

    How will this course assist you?

    This comprehensive 5-day programme will cover:

    • The current state of best practices in both Industrialised Countries and Emerging Markets
    • The business drivers for corporate governance
    • The strengths and weaknesses of the decision-making dynamics that influence organisational thinking
    • The special situation of banks and other financial institutions
    • The special situation of family firms
    • Examining corporate governance in the wider context of risk and responsible
    • business practices, and covering such diverse issues as environmental concerns, labour matters, product safety, and avoiding corrupt business payments.

    Who should attend?

    • Board members and Executive Management
    • Company Secretaries and governance professionals
    • Corporate Counsel
    • Investors and fund managers
    • Analysts
    • Regulators
    • Lawyers and legislators
  • Day One


    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


    Day Two

    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 Significance of 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
      • Management?

    • Shareholders
      • 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
      • Background
      • 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


    Day Three

    Part 3: International Dimensions of Corporate Governance


    • An Overview of Corporate Governance Systems in the Industrialised World
      • The Perspective on Trends in the Industrialised World
      • Board Independence
      • Diversity of Experience
      • Availability
      • Remuneration
      • Transparency and Disclosure
      • Board Evaluation

    • Corporate Governance Systems in Leading Emerging
      • Markets
      • 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. Is Singapore different?

    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
      • Scotland

    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
      • End of Day Three/Close of Part I of the Training Week

    Day Four
    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
      • The issue of biodiversity
      • The growing interest in embracing Natural Capital

    • Environmental Concerns: Water Risk
      • Water crisis? What water crisis?
      • Water security in Africa, Asia and the Middle East
      • Water risks in the value chain
      • Risky sectors
      • A phased approach to managing water-related issues

    • Environmental Concerns: Climate Change
      • Update on the latest scientific evidence
      • Climate change in Africa, Asia and the Middle East
      • Assessing climate risks in business operations
      • Corporate strategies for adaptation: the experience to date
      • Case Study: the fossil fuel divestment campaign


    Day Five
    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
      • Regional anti-corruption regimes
    • 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 Study: Tax avoidance strategies of multinationals in Developing Countries

    • The Digitalised Future
      • The digitalised technologies that will change business practices
      • The challenge to values such as fairness, privacy, equality, and autonomy
    • Case Study: Litigation challenging digital technologies


    Part 5: Implementing Risk Management

    • Strategies for Integrating Responsible Business Practices within Business Operations
      • The buy-in from the Board of Directors
      • Disclosure
      • Embedding Responsible Business Practices within the corporate DNA
        • Employees
        • Products and services
        • Operations
        • 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 – 10/10 of the world’s largest banks have chosen us as there training provider and we have delivered training across the largest banks and have trained over 25,000 professionals.
    • Knowledge – our 100+ 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 25,000 events both in person and online, using simultaneous translation to delegates from over 99 countries.
    • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 4.2/5 on service and 4.7/5 on Coursecheck
This course can be run as an In-house or Tailored Learning programme

Instructor

  • Dennis Driscoll

    Biography

    Dennis 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 giventraining 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.