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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


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 (Three Day)

Support the long-term success of your business through effective corporate governance
  • This course is module 1 of Corporate Governance Training Week (Modular Course)


    Corporate governance can be understood, essentially, as the system of rules and processes by which an organisation is influenced and controlled. In that regard, it can be seen as a system for balancing the interests of an institution’s many stakeholders, such as its shareholders, employees, customers, business partners, government, civil society organisations, local communities, and society at large.

    In Module One, the relationships of these many stakeholders of an organisation will be considered as well as the strengths and weaknesses of the decision-making processes that influence behaviour. Attention will be given to the developing governance practices in Industrialised Countries as well as in Emerging Markets. Special attention will be given, in case studies, to the business difficulties that result from inadequate corporate governance.


    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 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


    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


    End of Day Three / Close of Module 1 of the Training Week 

  • 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


  • Dennis Driscoll


    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.