Modern Corporate Governance

4 days 23-26 Apr 2017, Dubai UAE £3,995.00 Download brochure Add to basket
4 days 7-10 Aug 2017, Paris France 5,285.00 + VAT* Download brochure Add to basket

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Overview

This is a 4-day financial training programme covering:

  • The strategic role of the board of directors.
  • Shareholders’ rights.
  • The increasing importance of institutional investors.
  • The special situation of financial institutions.
  • A comprehensive analysis of EMEA corporate governance systems.
  • Corporate governance lessons from the financial crisis.
  • Assessing corporate governance in your organisation.
  • Corporate social responsibility as a business driver.
  • Socially responsible investment.

 

Course Level

Corporate Governance, especially in the context of financial institutions, is currently the single most debated problem in commercial affairs, as witnessed by the virtual daily discussion of the problem in the financial press.

This training programme deals with the range of corporate governance issues that have so occupied financial circles and stakeholders in the recent past: the roles of boards of directors; the monitoring of risk; the rights of shareholders; the special role of institutional investors; corporate governance in Emerging Markets in the light of corporate governance developments in industrialised countries; and governance scandals which have driven demands for change.

Emphasis is placed on corporate governance issues in financial services, and a number of case studies are presented using video and other materials. The training programme concludes with an analysis of current proposals for reform.

Who should attend

 

Who should attend?

The course will be of value to professionals in the following areas:

  • Directors.
  • Senior management.
  • Investors.
  • Analysts.
  • Regulators.
  • Financial journalists.
  • Lawyers.

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.

Dubai
Dennis Driscoll

The course director is an international lawyer. 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 also the author of the forthcoming study International and Comparative Corporate Governance.

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.

Paris
Dennis Driscoll

The course director is an international lawyer. 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 also the author of the forthcoming study International and Comparative Corporate Governance.

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.

Venue

Dubai

Dubai Finance

This programme takes place on a non-residential basis at a central 4 to 5* Dubai 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.

Paris

Centrally located hotel in Paris

This programme takes place on a non-residential basis at a hotel in central Paris. 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.

Related Courses

Inhouse

We can bring this course to your company's office.

If you simply 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. Our tailored learning solutions are designed specifically for your organisation’s needs.

We’ll be here to support you every step of the way. From the initial consultancy through to evaluating the success of the full learning experience. We'll ensure you get the maximum return on your training investment.

Find out more

Agenda

Agendas are localised, please select your preferred location.


 

DAY 1


The Significance of Corporate Governance


Why is Corporate Governance So Important?

  • The definition of corporate governance
  • Why should we be concerned? A brief look at the business case
  • Corporate governance scandals
  • What are the principle issues of corporate governance?
  • Putting corporate governance into its CSR/Sustainable Development context

Case Study: The Enron Scandal

  
The Business Case for Corporate Governance

  • Assessing the evidence

                   - Opinion-based research
                   - Focus list research
                   - Governance-ranking research
                   - The Deutsche Bank studies

  • The World Bank Group



The Development of a Corporate Governance Consciousness: Codes of Conduct

  • The growth of corporate governance consciousness
  • Corporate governance thinking in Britain: A leader
  • The OECD Principles
  • A worldwide convergence of corporate governance principles?

What is so Special about Corporate Governance in Banking?

  • The role of banks in resource allocation
  • The claimed special circumstances
  • Opaqueness: information asymmetries
  • The regulatory environment


DAY 2 


Influencing Executive Management Thinking


The Role of the Board of Directors

  • The Board as watchdog: monitoring risk
  • The Board as strategist
  • The Board as advisor

Case Study: The Collapse of WorldCom
 

Board Dynamics and the Composition of the Board

  • The role of the Chairman
  • Executive vs independent non-executive directors
  • Qualities to look for in independent directors
  • The problem of ‘groupthink’
  • Board diversity
  • The role of the Company Secretary

Shareholders

  • Introduction: shareholders ‘own’ the company
  • Ownership vs control: the agency problem
  • The growth of institutional share ownership
  •  Shareholder tools of corporate governance
  • Shareholder activism in the future

Stakeholders

  • Background
  • Identifying the company’s stakeholders: the contextual problem

Case Studies: Toyota: the recall; Nestle: the problem with Greenpeace over palm  oil; BP: the oil spill in the Gulf of Mexico;  Proctor & Gamble: a new product launch and the problem with Bboggers; Financial services and the ‘Occupy’ movement

  • Partnerships with stakeholders



The New Emphasis on Directors’ Remuneration

  • The debate over directors’ remuneration
  • Key elements of directors’ remuneration
  • Performance measures
  • The influence of compensation consultants


Family Firms and Corporate Governance

  • Family firms as the dominant form of business
  • The claimed advantages of the family firm
  • Governance challenges of the family firm
  • Developing appropriate governance structures


DAY 3


International Perspectives on Corporate Governance


An Overview of Corporate Governance Systems in the Industrialised
 
World

  • Independence
  • Diversity of experience
  • Availability
  • Remuneration
  • Transparency and disclosure
  •  Director evaluation

 Corporate Governance in Emerging Markets

  • Introductory remarks
  • What have been some of the themes?
  • Russia
  • India, China and Asian countries
  •  South Africa and African countries
  •  Saudi Arabia and the Gulf countries


How are Banks Regulated and Supervised around the World?

  • The rationale for regulation
  • The types of regulation
  • The limitations of regulation  


 

DAY 4

 

Learning from the Financial Crisis



Corporate Governance Lessons from the Financial Crisis

  • Lessons concerning poor risk management
  • Lessons concerning misaligned remuneration systems
  • Lessons concerning regulatory inadequacy

Case Studies: Lehman Brothers; Bear Stearns; Royal Bank of Scotland

Assessing Corporate Governance in your Company

  • The World Bank’s template for assessment

                   - The responsibilities of the Board
                   - The rights of shareholders
                   - The equitable treatment of shareholders
                   - Disclosure and transparency
                   - The role of stakeholders

  • Strategies for change

Corporate Social Responsibility (CSR)/Sustainable Development as a Business Driver 

  • The broad meaning of CSR/Sustainable Development

                     - Labour issues
                     - Human rights issues
                     - Environmental concerns
                     - Corporate philanthropy
                     - Ethical business practices such as avoiding corrupt business payments

  • The business benefits of CSR/Sustainable Development

                       - Investor relations and access to capital
                       - Competitiveness and market positioning
                       - Employee relations
                       - The minimisation of litigation risk
                       - The enhanced ‘license to operate'

  •  The relevance of corporate governance to CSR/Sustainable Development

Socially Responsible Investment (SRI)

  • Background
  • SRI as a multi-trillion dollar business
  • SRI strategies
  •  UN Principles for Responsible Investment
  •  International guidelines   

  Course summary and close
  
  


DAY 1


The Significance of Corporate Governance


Why is Corporate Governance So Important?

  • The definition of corporate governance
  • Why should we be concerned? A brief look at the business case
  • Corporate governance scandals
  • What are the principle issues of corporate governance?
  • Putting corporate governance into its CSR/Sustainable Development context

Case Study: The Enron Scandal


The Business Case for Corporate Governance

  • Assessing the evidence

- Opinion-based research
- Focus list research
- Governance-ranking research
- The Deutsche Bank studies

  • The World Bank Group



The Development of a Corporate Governance Consciousness: Codes of Conduct

  • The growth of corporate governance consciousness
  • Corporate governance thinking in Britain: A leader
  • The OECD Principles
  • A worldwide convergence of corporate governance principles?

What is so Special about Corporate Governance in Banking?

  • The role of banks in resource allocation
  • The claimed special circumstances
  • Opaqueness: information asymmetries
  • The regulatory environment


DAY 2


Influencing Executive Management Thinking


The Role of the Board of Directors

  • The Board as watchdog: monitoring risk
  • The Board as strategist
  • The Board as advisor

Case Study: The Collapse of WorldCom


Board Dynamics and the Composition of the Board

  • The role of the Chairman
  • Executive vs independent non-executive directors
  • Qualities to look for in independent directors
  • The problem of ‘groupthink’
  • Board diversity
  • The role of the Company Secretary

Shareholders

  • Introduction: shareholders ‘own’ the company
  • Ownership vs control: the agency problem
  • The growth of institutional share ownership
  • Shareholder tools of corporate governance
  • Shareholder activism in the future

Stakeholders

  • Background
  • Identifying the company’s stakeholders: the contextual problem

Case Studies: Toyota: the recall; Nestle: the problem with Greenpeace over palm oil; BP: the oil spill in the Gulf of Mexico; Proctor & Gamble: a new product launch and the problem with Bboggers; Financial services and the ‘Occupy’ movement

  • Partnerships with stakeholders



The New Emphasis on Directors’ Remuneration

  • The debate over directors’ remuneration
  • Key elements of directors’ remuneration
  • Performance measures
  • The influence of compensation consultants


Family Firms and Corporate Governance

  • Family firms as the dominant form of business
  • The claimed advantages of the family firm
  • Governance challenges of the family firm
  • Developing appropriate governance structures


DAY 3


International Perspectives on Corporate Governance


An Overview of Corporate Governance Systems in the Industrialised

World

  • Independence
  • Diversity of experience
  • Availability
  • Remuneration
  • Transparency and disclosure
  • Director evaluation

Corporate Governance in Emerging Markets

  • Introductory remarks
  • What have been some of the themes?
  • Russia
  • India, China and Asian countries
  • South Africa and African countries
  • Saudi Arabia and the Gulf countries


How are Banks Regulated and Supervised around the World?

  • The rationale for regulation
  • The types of regulation
  • The limitations of regulation


DAY 4

Learning from the Financial Crisis



Corporate Governance Lessons from the Financial Crisis

  • Lessons concerning poor risk management
  • Lessons concerning misaligned remuneration systems
  • Lessons concerning regulatory inadequacy

Case Studies: Lehman Brothers; Bear Stearns; Royal Bank of Scotland

Assessing Corporate Governance in your Company

  • The World Bank’s template for assessment

- The responsibilities of the Board
- The rights of shareholders
- The equitable treatment of shareholders
- Disclosure and transparency
- The role of stakeholders

  • Strategies for change

Corporate Social Responsibility (CSR)/Sustainable Development as a Business Driver

  • The broad meaning of CSR/Sustainable Development

- Labour issues
- Human rights issues
- Environmental concerns
- Corporate philanthropy
- Ethical business practices such as avoiding corrupt business payments

  • The business benefits of CSR/Sustainable Development

- Investor relations and access to capital
- Competitiveness and market positioning
- Employee relations
- The minimisation of litigation risk
- The enhanced ‘license to operate'

  • The relevance of corporate governance to CSR/Sustainable Development

Socially Responsible Investment (SRI)

  • Background
  • SRI as a multi-trillion dollar business
  • SRI strategies
  • UN Principles for Responsible Investment
  • International guidelines

Course summary and close


Why us
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