Who should attend

  • Company Executive and Non- Executive Directors
  • Shareholder representatives
  • Pension and Investment Fund Managers
  • Public officials in a regulatory, supervisory or compliance functions
  • Executives involved in strategic and operational functions, including finance, corporate
  • Investor Relations managers responsible for their organisation’s dealings with the finance community, strategy, human resources, and government affairs.
  • Senior managers involved in setting up corporate governance initiatives


What you will achieve

By the end of this course, you should be able to:

  • Describe and explain the responsibilities of company directors
  • Examine the structure of company boards
  • Explain the issues that led to the creation of the corporate governance discipline
  • Outline the checks and balances that govern the actions of listed company boards

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This course will refine your skills and make you:

  • Identify good governance practices
  • Explain the need for good governance in your organization
  • Identify and improve on areas of governance that need improvement in your organization
  • Apply new corporate governance ideas and initiatives

All businesses and companies want to flourish, be effective and it their targets, while being profitable. In today’s marketplace, it is almost impossible for organizations to have continuous and long-lasting impact and success if they do not possess the requisite internal structures and policies that govern their activities.

Corporate Governance is all-encompassing: it impacts every facet of an organization, from strategic decision making, to leadership and leadership decisions. It’s primary focus, however, is boards of directors, how these boards conduct their business, and how they govern organizations.

Organizations in modern times are held to high standards by both clients and investors. Both parties want to see organizations operating with integrity. Corporate governance helps organizations display their positive traits as well as their good intentions. Armed with this information, clients and shareholders can hold organizations accountable for their actions and behaviors, which in turn keeps organizations in check.

Simply putting together a corporate governance policy will not ensure success. Good and successful corporate governance is built on a foundation of transparency, accountability and trust.

This course will teach participants practical and effective methods of filling gaps in corporate governance and equip them to develop and implement good and successful corporate governance policies.

Day Content


Introduction to the workshop

Session 1: What Is Corporate Governance?

  • Essential structures of corporate governance
  • Principle functions and responsibilities of the Board
  • Setting the company strategic direction
  • Establishing corporate values
  • Holding the executives to account
  • Maintaining the corporate reputation


Session 2: Company Directors and Company Boards

  • Duties of a Director
  • Promoting the success of the company
  • Role of the chairman
  • Executive and Non-executive directors
  • Making a difference using non-executive directors

Session 3: Corporate Failure Resulting from Poor Governance

  • The ineffective board
  • Examples of corporate failure
  • Analysis of the banking crisis as a failure of governance
  • Lessons learned from corporate failures



Session 4: Protecting Shareholders and Other Stakeholders

  • The Comply or Explain rule
  • How to protect the shareholder?
  • Communicating with the shareholder
  • A Legal framework for corporate governance

Session 5: Ethics

  • Meaning of Ethics
  • The role of the Board
  • Relationship between the Board & stakeholders
  • Conflicts of Interest



Session 6: Corporate Social Responsibility

  • The pressure for corporate behavior change
  • The Legal Background of CSR
  • Company directors’ obligations and CSR
  • Voluntary measures
  • Is CSR “Just Public Relations”?
  • CSR and corporate governance links

Session 7: Financial Reporting

  • Objectives of financial reporting
  • Responsibilities of the Board
  • Principles of financial reporting
  • Interpretation of financial statements




Session 6: Shifting from networking to relationship building

  • Building true connections
  • Collaboration over competition

Concluding remarks, action planning and wrap-up