Corporate Governance

4 days 27-30 Mar 2017, London UK £4,295.00 + VAT* Download brochure Add to basket
4 days 3-6 Jul 2017, Miami United States $6,330.00 Download brochure Add to basket
4 days 6-9 Nov 2017, London UK £4,295.00 + VAT* Download brochure Add to basket
4 days 11-14 Dec 2017, New York United States $6,330.00 Download brochure Add to basket

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Overview

This practical 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


Methodology:

  • 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.

 

 
"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
  • Analysts
  • Regulators
  • Securities exchange officials
  • Lawyers & legislators

Instructors

We work with a series of expert instructors, please select the course location of interest to review the credentials of who will be delivering the programme.

London
Nicholas Krasno

The course instructor is a New York-based specialist with over thirty five years of experience in finance and the international capital markets. For eleven years he was Senior Vice President of Moody’s Banking & Sovereign Risk Group in New York, responsible for the transitional and emerging markets of East and South Asia, as well as institutions headquartered in the United States and European countries. Prior to his service with Moody’s, hewas a senior executive for major North American banks, with responsibilities in London, Toronto, and New York. 

The instructor now specialises in corporate governance, risk analysis and management, and strategic development, with a particular emphasis on advising companies and banks in transitional and emerging markets. He regularly conducts corporate governance and director accreditation workshops for company management and directors: he also undertakes corporate governance assessments and reviews, leads ‘best practices’ implementation, and conducts board evaluations for private and public companies. His recent projects have included advising central banks, stock exchanges and other regulators on the preparation and implementation of corporate governance codes and principles. Other recent projects have included building internal risk rating systems, the development of strategic plans for emerging market companies, and advising central banks in several European and Asian countries on risk-based prudential bank regulation, and Basel II & III requirements and methodologies. 

The instructor is well known as a challenging and entertaining presenter. He was born in England, and studied law at the University of Oxford; he now lives in New York.

Miami
Nicholas Krasno

The course instructor is a New York-based specialist with over thirty five years of experience in finance and the international capital markets. For eleven years he was Senior Vice President of Moody’s Banking & Sovereign Risk Group in New York, responsible for the transitional and emerging markets of East and South Asia, as well as institutions headquartered in the United States and European countries. Prior to his service with Moody’s, hewas a senior executive for major North American banks, with responsibilities in London, Toronto, and New York. 

The instructor now specialises in corporate governance, risk analysis and management, and strategic development, with a particular emphasis on advising companies and banks in transitional and emerging markets. He regularly conducts corporate governance and director accreditation workshops for company management and directors: he also undertakes corporate governance assessments and reviews, leads ‘best practices’ implementation, and conducts board evaluations for private and public companies. His recent projects have included advising central banks, stock exchanges and other regulators on the preparation and implementation of corporate governance codes and principles. Other recent projects have included building internal risk rating systems, the development of strategic plans for emerging market companies, and advising central banks in several European and Asian countries on risk-based prudential bank regulation, and Basel II & III requirements and methodologies. 

The instructor is well known as a challenging and entertaining presenter. He was born in England, and studied law at the University of Oxford; he now lives in New York.

New York
Nicholas Krasno

The course instructor is a New York-based specialist with over thirty five years of experience in finance and the international capital markets. For eleven years he was Senior Vice President of Moody’s Banking & Sovereign Risk Group in New York, responsible for the transitional and emerging markets of East and South Asia, as well as institutions headquartered in the United States and European countries. Prior to his service with Moody’s, hewas a senior executive for major North American banks, with responsibilities in London, Toronto, and New York. 

The instructor now specialises in corporate governance, risk analysis and management, and strategic development, with a particular emphasis on advising companies and banks in transitional and emerging markets. He regularly conducts corporate governance and director accreditation workshops for company management and directors: he also undertakes corporate governance assessments and reviews, leads ‘best practices’ implementation, and conducts board evaluations for private and public companies. His recent projects have included advising central banks, stock exchanges and other regulators on the preparation and implementation of corporate governance codes and principles. Other recent projects have included building internal risk rating systems, the development of strategic plans for emerging market companies, and advising central banks in several European and Asian countries on risk-based prudential bank regulation, and Basel II & III requirements and methodologies. 

The instructor is well known as a challenging and entertaining presenter. He was born in England, and studied law at the University of Oxford; he now lives in New York.

Venue

London

Central London Hotel Venue

All courses are held at four or five star venues in Central London, Zone 1. We strive to provide you with a training environment of the highest quality, to ensure that the whole learning experience exceeds your expectations.

Your training venue will be confirmed by one of our course administrators approximately 3-4 weeks before the course start date.

Miami

Miami Hotel

This program takes place on a non-residential basis at a Miami hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

As with all training programs on-site administrators are with you throughout the programme to ensure smooth administration and group interaction.

New York

New York Hotel

This program takes place on a non-residential basis at a New York hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

As with all programmes on-site administrators are with you throughout the programme to ensure smooth administration and group interaction.

Related Courses

Inhouse


 

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.

To find out more about running this course in-house:





Our Tailored Learning Offering

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 can offer any of our public courses delivered at your office or we can devise completely tailored solutions:


Read more about our offering or complete a call back request to speak to a learning specialist.

 

Agenda

Agendas are localised, please select your preferred location.

Day 1

Introduction, codes of practice, implementation, costs and benefits


Some basic principles; the level playing field

  • What is the role of the board? What is corporate governance?
  • The international perspective - divergence or convergence?
  • US Sarbanes Oxley - act style legislation vs. UK-style voluntary code

Corporate governance – the business case

  • The rewards: a study of share performance metrics
  • Corporate performance and boardroom practices - the link
  • Benefits to the economy: The ‘corruption premium’ and the cost of accessing global capital
  • Foreign direct investment; countering the vulnerability of short term capital flows
  • Assessing governance in others

Good corporate governance and emerging markets

  • Why governance is essential in emerging markets
  • Information asymmetries and inequalities
  • The patterns of ownership in emerging markets; The protection of minority investors
  • Convergence to the OECD norms?

Industry specifics: banks; government companies

  • Governance in banks - the agency problem;  opaqueness, “rogue traders”
  • The role of the bank in improving the governance of the corporate sector
  • How poor governance can cause systemic financial crises

Case study: recent financial sector governance failures

  • State owned enterprises and corporations: governance issues

Legal and regulatory frameworks for governance

  • Then legal responsibilities of directors
  • Listing requirements: how capital markets impose corporate governance requirements:
  • Corporate governance codes; recent regulatory trends in corporate governance
  • How to develop a corporate governance code for your company
  • Governance disclosures: governance as a competitive edges

Case study: Grupo Bancolombia S.A.

Ethics, corporate social responsibility

Ethics and culture: the board’s responsibility

  • Corporate structures for ethics
  • Developing an Ethics Code
  • The role of the “whistle blower”.; setting up internal hot-lines
  • The place and principles of corporate social responsibility

Case studies: Australian Wheat Board and Iraq; Siemens A.G.


Day 2


Boards, directors and board committees


The Board – key principles and practicalities

  • Principles of independence and leadership
  • Building the right working relationship between Board and management
  • The Board’s responsibilities for:
  • Management oversight
  • Protection of stakeholders’ rights
  • Disclosure and transparency
  • The company’s strategy

Case study: where was the board?  Enron and other catastrophic board failure.

The Board’s composition and processes

  • Independent and non-executive directors
  • Are independent directors the solution?
  • New powers for non-executive directors, stiffer penalties for negligence
  • Rule of engagement: defining the non-executive director
  • How two-tier boards imbed ‘independence’ – sometimes at a cost
  • Board meetings basics; information for directors

Case study: Hewlett Packard: “the worst board in the history of business”

Board committees – the Audit Committee

  • What are committees for? - rules and principles for committees.
  • The role of the Audit Committee
  • Audit Committee membership and expertise requirements; “financial literacy” requirements; processes and procedures
  • Resources for Audit Committee members
  • Relationships with internal and external auditors
  • Managing changes in membership
  • Structuring internal audit oversight, reviewing internal controls

Case study: Société Générale - a failure of culture and internal controls

The Board – nominations and compensation

  • Board nominations: whom to appoint to the board? Sourcing directors
  • Creating effective Board appraisals and assessments
  • How the board should manage succession planning
  • Setting pay and compensation in the company: basic principles
  • Pay for performance – for board members?

Case study: pay for non-performance – NYSE ($188 million); Disney ($100 million).

  • Share ownership by directors – an alignment, or a conflict of interests?
  • Executive pay: structuring the incentive
  • How much should non-executive directors be paid?
  • Recent controversies, and ‘best practice’ developments in compensation
  • Remuneration disclosure


Day 3


Personalities on the board

  • The role and duties of chairman of the board
  • Leading the company/leading the board – chairman styles

A study in contrasts:  BP’s “where was the chairman?” vs. Singapore Airlines

  • Experience of the business? – needed for the chairman?
  • The importance and developing role of the board secretary
  • The secretary – a Corporate Governance professional
  • Resources for the board secretary
  • Board evaluations: questionnaire or interview?

Case study: developing effective board assessment procedures - an exercise in tact.

  • Maintaining directors’ effectiveness – structuring the job
  • Director training

Governance and risk – responsibilities of directors and management

  • The oversight of risk; assigning responsibility in management
  • The role of Chief Risk Officer; reporting line practices
  • Modern systematic approaches to risk management, and tools for the Board
  • Enterprise Risk Management for companies: the new discipline
  • Extreme event management

Case study: China Aviation Oil and the oversight of risk

The board and executive management

The practicalities of the correct relationshiP

  • Chairman and chief executive – splitting the roles: the arguments for and against
  • The CEO and the chairman – optimising relationships.

Case study: Olympus, the Chairman, the (foreign) CEO, and the ¥50 trillion Cayman Islands “advisory fee”

  • Defining the CEO: requirements for successful company leadership
  • Hiring the CEO
  • Evaluating CEO performance; communicating the evaluation
  • Management committees, and the board’s oversight of the management structure


Day 4


Governance in controlled companies

  • Governance for family businesses
  • Succession planning in family businesses; the role of the independent director
  • How Boards can help family companies move towards an IPO / listing
  • Transcending borders: the specific challenges of corporate governance for multinationals
  • Ensuring effective governance in overseas subsidiaries: best practices

The board and strategy

  • The board’s role in formulating and reviewing strategy
  • Partnering with management in the process – who does what?

Case study: HIH Insurance and the missing strategy; Australia’s largest corporate failure.

  • Mission and vision – the role of the board
  • Changing the strategy; crisis management – what the board needs to do
  • How mergers and acquisitions can destroy value: how the board can avoid the pitfalls

Shareholders, stakeholders, and the board

  • Disclosure and financial reporting ‘best practices’
  • Earnings management: when and when not
  • Investor relations: the practicalities for the board
  • Communicating governance inside and outside the company
  • Shareholders and their rights
  • Shareholder stewardship; communications between board and shareholders
  • Growing shareholder activism – the international perspective
  • Managing the annual shareholders’ meeting

Case study: Prudential and AIA – time for a review of strategy and engagement with shareholders.

Improving corporate governance in your company

  • A practical guide to developing corporate governance best practices in your company:
  • Assigning responsibility for corporate governance within the company
  • Integrating good corporate governance in your company
  • What the board needs to do
  • What management needs to do

Course summary and close

Day 1

Introduction, Implementation, Legislation

Some Basic Principles; the Level Playing Field

  • What is the role of the board? What is corporate governance?
  • The international perspective - divergence or convergence?
  • US Sarbanes Oxley - act style legislation vs. UK-style voluntary code

Corporate Governance – the Business Case

  • The rewards: a study of share performance metrics
  • Corporate performance and boardroom practices - the link
  • Benefits to the economy: The ‘corruption premium’ and the cost of accessing global capital
  • Foreign direct investment; countering the vulnerability of short term capital flows
  • Assessing governance in others

Good Corporate Governance and Emerging Markets

  • Why governance is essential in emerging markets
  • Information asymmetries and inequalities
  • The patterns of ownership in emerging markets; The protection of minority investors
  • Convergence to the OECD norms?

Industry Specifics: Banks; Government Companies

  • Governance in banks - the agency problem; opaqueness, “rogue traders”
  • The role of the bank in improving the governance of the corporate sector
  • How poor governance can cause systemic financial crises

Case Study: Recent Financial Sector Governance Failures

  • State owned enterprises and corporations: governance issues

Legal and Regulatory Frameworks for Governance

  • Then legal responsibilities of directors
  • Listing requirements: how capital markets impose corporate governance requirements:
  • Corporate governance codes; recent regulatory trends in corporate governance
  • How to develop a corporate governance code for your company
  • Governance disclosures: governance as a competitive edges

Case Study: Grupo Bancolombia S.A.

Ethics, Corporate Social Responsibility

Ethics and Culture: the Board’s Responsibility

  • Corporate structures for ethics
  • Developing an Ethics Code
  • The role of the “whistle blower”.; setting up internal hot-lines
  • The place and principles of corporate social responsibility

Case Studies: Australian Wheat Board and Iraq; Siemens A.G.

Day 2

Boards, Directors and Board Committees

The Board – key Principles and Practicalities

  •  Principles of independence and leadership
  • Building the right working relationship between Board and management
  • The Board’s responsibilities for:
    -
    Management oversight
    -
    Protection of stakeholders’ rights
    -
    Disclosure and transparency
    -
    The company’s strategy

Case Study: Where was the Board? Enron and other Catastrophic Board Failure

The Board’s Composition and Processes

  • Independent and non-executive directors
  • Are independent directors the solution?
  • New powers for non-executive directors, stiffer penalties for negligence
  • Rule of engagement: defining the non-executive director
  • How two-tier boards imbed ‘independence’ – sometimes at a cost
  • Board meetings basics; information for directors

Case study: Hewlett Packard: “the worst board in the history of business”

Board Committees – the Audit Committee

  • What are committees for? - rules and principles for committees.
  • The role of the Audit Committee
  • Audit Committee membership and expertise requirements; “financial literacy” requirements; processes and procedures
  • Resources for Audit Committee members
  • Relationships with internal and external auditors
  • Managing changes in membership
  • Structuring internal audit oversight, reviewing internal controls

Case Study: Société Générale - a failure of culture and internal controls

The Board – Nominations and Compensation

  • Board nominations: whom to appoint to the board? Sourcing directors
  • Creating effective Board appraisals and assessments
  • How the board should manage succession planning
  • Setting pay and compensation in the company: basic principles
  • Pay for performance – for board members?

Case Study: Pay for Non-Performance – NYSE ($188 million); Disney ($100 million).

  • Share ownership by directors – an alignment, or a conflict of interests?
  • Executive pay: structuring the incentive
  • How much should non-executive directors be paid?
  • Recent controversies, and ‘best practice’ developments in compensation
  • Remuneration disclosure

DAY 3

Personalities on the Board

  • The role and duties of chairman of the board
  • Leading the company/leading the board – chairman styles

A study in Contrasts: BP’s “Where was the Chairman?” vs. Singapore Airlines

  • Experience of the business? – needed for the chairman?
  • The importance and developing role of the board secretary
  • The secretary – a Corporate Governance professional
  • Resources for the board secretary
  • Board evaluations: questionnaire or interview?

Case study: Developing Effective Board Assessment Procedures - an Exercise in Tact.

  • Maintaining directors’ effectiveness – structuring the job
  • Director training

Governance and Risk – Responsibilities of Directors and Management

  • The oversight of risk; assigning responsibility in management
  • The role of Chief Risk Officer; reporting line practices
  • Modern systematic approaches to risk management, and tools for the Board
  • Enterprise Risk Management for companies: the new discipline
  • Extreme event management

Case Study: China Aviation Oil and the Oversight of Risk

The Board and Executive Management

The Practicalities of the Correct Relationship

  • Chairman and chief executive – splitting the roles: the arguments for and against
  • The CEO and the chairman – optimising relationships

Case Study: Olympus, the Chairman, the (foreign) CEO, and the ¥50 trillion Cayman Islands “advisory fee”

  • Defining the CEO: requirements for successful company leadership
  • Hiring the CEO
  • Evaluating CEO performance; communicating the evaluation
  • Management committees, and the board’s oversight of the management structure

Day 4

Governance in Controlled Companies

  • Governance for family businesses
  • Succession planning in family businesses; the role of the independent director
  • How Boards can help family companies move towards an IPO / listing
  • Transcending borders: the specific challenges of corporate governance for multinationals
  • Ensuring effective governance in overseas subsidiaries: best practices

The Board and Strategy

  • The board’s role in formulating and reviewing strategy
  • Partnering with management in the process – who does what?

Case study: HIH Insurance and the Missing Strategy; Australia’s Largest Corporate Failure.

  • Mission and vision – the role of the board
  • Changing the strategy; crisis management – what the board needs to do
  • How mergers and acquisitions can destroy value: how the board can avoid the pitfalls

Shareholders, Stakeholders, and the Board

  • Disclosure and financial reporting ‘best practices’
  • Earnings management: when and when not
  • Investor relations: the practicalities for the board
  • Communicating governance inside and outside the company
  • Shareholders and their rights
  • Shareholder stewardship; communications between board and shareholders
  • Growing shareholder activism – the international perspective
  • Managing the annual shareholders’ meeting

Case study: Prudential and AIA – Time for a Review of Strategy and Engagement with Shareholders.

Improving Corporate Governance in your Company

  • A practical guide to developing corporate governance best practices in your company:
  • Assigning responsibility for corporate governance within the company
  • Integrating good corporate governance in your company
  • What the board needs to do
  • What management needs to do

Day 1

Introduction, Implementation, Legislation

Some Basic Principles; the Level Playing Field

  • What is the role of the board? What is corporate governance?
  • The international perspective - divergence or convergence?
  • US Sarbanes Oxley - act style legislation vs. UK-style voluntary code

Corporate Governance – the Business Case

  • The rewards: a study of share performance metrics
  • Corporate performance and boardroom practices - the link
  • Benefits to the economy: The ‘corruption premium’ and the cost of accessing global capital
  • Foreign direct investment; countering the vulnerability of short term capital flows
  • Assessing governance in others

Good Corporate Governance and Emerging Markets

  • Why governance is essential in emerging markets
  • Information asymmetries and inequalities
  • The patterns of ownership in emerging markets; The protection of minority investors
  • Convergence to the OECD norms?

Industry Specifics: Banks; Government Companies

  • Governance in banks - the agency problem; opaqueness, “rogue traders”
  • The role of the bank in improving the governance of the corporate sector
  • How poor governance can cause systemic financial crises

CASE STUDY: recent financial sector governance failures

  • State owned enterprises and corporations: governance issues

Legal and Regulatory Frameworks for Governance

  • Then legal responsibilities of directors
  • Listing requirements: how capital markets impose corporate governance requirements:
  • Corporate governance codes; recent regulatory trends in corporate governance
  • How to develop a corporate governance code for your company
  • Governance disclosures: governance as a competitive edges

CASE STUDY: Grupo Bancolombia S.A.

Ethics, Corporate & Social Responsibility

Ethics and Culture: the Board’s Responsibility

  • Corporate structures for ethics
  • Developing an Ethics Code
  • The role of the “whistle blower”.; setting up internal hot-lines
  • The place and principles of corporate social responsibility

CASE STUDIES: Australian Wheat Board and Iraq; Siemens A.G.

Day 2

Boards, Director and Board Committees

The Board – KeyPprinciples and Practicalities

  • Principles of independence and leadership
  • Building the right working relationship between Board and management
  • The Board’s responsibilities for:
    -
    Management oversight
    -
    Protection of stakeholders’ rights
    -
    Disclosure and transparency
    -
    The company’s strategy

CASE STUDY: where was the board? Enron and other catastrophic board failure.

The Board’s Composition and Processes

  • Independent and non-executive directors
  • Are independent directors the solution?
  • New powers for non-executive directors, stiffer penalties for negligence
  • Rule of engagement: defining the non-executive director
  • How two-tier boards imbed ‘independence’ – sometimes at a cost
  • Board meetings basics; information for directors

CASE STUDY: Hewlett Packard: “the worst board in the history of business”

Board Committees – the Audit Committee

  • What are committees for? - rules and principles for committees.
  • The role of the Audit Committee
  • Audit Committee membership and expertise requirements; “financial literacy” requirements; processes and procedures
  • Resources for Audit Committee members
  • Relationships with internal and external auditors
  • Managing changes in membership
  • Structuring internal audit oversight, reviewing internal controls

CASE STUDY: Société Générale—a failure of culture and internal controls

The Board – Nominations and Compensation

  • Board nominations: whom to appoint to the board? Sourcing directors
  • Creating effective Board appraisals and assessments
  • How the board should manage succession planning
  • Setting pay and compensation in the company: basic principles
  • Pay for performance – for board members?

CASE STUDY: pay for non-performance—NYSE ($188 million); Disney ($100 million).

  • Share ownership by directors – an alignment, or a conflict of interests?
  • Executive pay: structuring the incentive
  • How much should non-executive directors be paid?
  • Recent controversies, and ‘best practice’ developments in compensation
  • Remuneration disclosure

Day 3


Personalities on the Board

  • The role and duties of chairman of the board
  • Leading the company/leading the board – chairman styles

A study in Contrasts: BP’s “Where was the Chairman?” vs. Singapore Airlines

  • Experience of the business? – needed for the chairman?
  • The importance and developing role of the board secretary
  • The secretary – a Corporate Governance professional
  • Resources for the board secretary
  • Board evaluations: questionnaire or interview?

CASE STUDY: developing effective board assessment procedures—an exercise in tact

  •  Maintaining directors’ effectiveness – structuring the job
  • Director training

Governance and Risk – Responsibilities of Directors and Management

  • The oversight of risk; assigning responsibility in management
  • The role of Chief Risk Officer; reporting line practices
  • Modern systematic approaches to risk management, and tools for the Board
  • Enterprise Risk Management for companies: the new discipline
  • Extreme event management

CASE STUDY: China Aviation Oil and the oversight of risk

The Board & Executive Management

The Practicalities of the Correct Relationship

  • Chairman and chief executive – splitting the roles: the arguments for and against
  • The CEO and the chairman – optimizing relationships

CASE STUDY: Olympus, the Chairman, the (foreign) CEO, and the ¥50 trillion Cayman Islands “advisory fee”

  • Defining the CEO: requirements for successful company leadership
  • Hiring the CEO
  • Evaluating CEO performance; communicating the evaluation
  • Management committees, and the board’s oversight of the management structure

Day 4


Governance in Controlled Companies

Governance for Family Businesses


  • Succession planning in family businesses; the role of the independent director
  • How Boards can help family companies move towards an IPO / listing
  • Transcending borders: the specific challenges of corporate governance for multinationals
  • Ensuring effective governance in overseas subsidiaries: best practices

The Board and Strategy

  • The board’s role in formulating and reviewing strategy
  • Partnering with management in the process – who does what?

CASE STUDY: HIH Insurance and the missing strategy; Australia’s largest corporate failure.

  • Mission and vision – the role of the board
  • Changing the strategy; crisis management – what the board needs to do
  • How mergers and acquisitions can destroy value: how the board can avoid the pitfalls

Shareholders, Stakeholders, and the Board


  • Disclosure and financial reporting ‘best practices’
  • Earnings management: when and when not
  • Investor relations: the practicalities for the board
  • Communicating governance inside and outside the company
  • Shareholders and their rights
  • Shareholder stewardship; communications between board and shareholders
  • Growing shareholder activism – the international perspective
  • Managing the annual shareholders’ meeting

CASE STUDY: Prudential and AIA—time for a review of strategy and engagement with shareholders.

Improving Corporate Governance in your Company

  • A practical guide to developing corporate governance best practices in your company:
  • Assigning responsibility for corporate governance within the company
  • Integrating good corporate governance in your company
  • What the board needs to do
  • What management needs to do
Why us
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