Corporate Governance Training Week

5 days 27 Nov - 1 Dec 2017, Singapore Singapore $6,300.00 Download brochure Add to basket

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This course consists of two separately bookable course, book the full training week and save $1540:

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


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.

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.



4-5 Star Hotel in Singapore

All of our courses are held in 4 – 5 star hotels, chosen for their location, facilities and level of service. You can be assured of a comfortable, convenient learning environment throughout the duration of the course.

Due to the variation in delegate numbers, we will send confirmation of the venue to you approximately 2 weeks before the start of the course. 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.

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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.




Day 1
The Importance of, and the Business case for, Corporate Governance

The Importance of Corporate Governance

  • The Definition of ‘Corporate Governance’
  • Corporate Governance Scandals
  • The Principal Issues of Corporate Governance
  • The Corporate Governance fit with 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

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: WorldCom; HBOS; Olympus 

Day 2 

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


  • Board Diversity 
  • The Role of the Company Secretary

Group Decision Making

  • Board Practices and Procedures
  • Group Polarisation 
  • Group Problem-Solving and Brainstorming 
  • 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 and How it Applies to Boards of Directors


  • Shareholders ‘Own’ the Company in an Unusual Way 
  • Ownership vs. Control 
  • 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 Asian Companies


  • Identifying a Company’s Stakeholders 

 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 – It’s Not Over Yet 

  • The Future: Developing Partnerships with Stakeholders

Family Firms 

  • Family Firms and as the Dominant Form of Business 
  • The Advantages of Family Firms 
  • Governance Challenges for Family Firms in Asia 
  • Developing Appropriate Governance Structures



Day 3 

Best Practice: International Corporate Governance Systems

Corporate Governance Systems in the Industrialised World 

  • Trends in the Industrialised World 
  • Board Independence 
  • Diversity of Experience 
  • Availability 
  • Remuneration 
  • Transparency and Disclosure 
  • Board Evaluation 
  • Japan, Korea and Singapore (and any countries from which delegates come) in Comparative Perspective

Corporate Governance Systems in Emerging Markets 

  • Making Sense of Governance in Emerging Markets 
  • Corporate Governance in the Middle East, Africa, & Latin America
  • Corporate Governance around Asia e.g. China, India, Indonesia, Malaysia, the Philippines, Thailand, and any other countries from which delegates come

What Governance Lessons Has the Financial Crisis

  • 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

Implementing Best Practice 

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

Risk and Responsible Business Practices

The Business Value of Risk and Responsible Business Practices 

  • Corporate Governance as Part of a Larger Picture 
  • Environmental Concerns 
  • Labour Issues 
  • Human Rights Issues 
  • Corporate Philanthropy 
  • Ethical Business Practices, such as Product Safety and Avoiding Corrupt Business Practices


Day 4


Part 1: The Broad Dimensions


What are the Broad Dimensions Implicating Risk and Responsible Business Behaviour?

  • What are we talking about?: 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

Risk Oversight and Risk Management

  • The Risk Oversight Role of the Board of Directors
  • Implementing Risk Management
  • The Role of the Chief Risk Officer

Case Study: An Accident Waiting to Happen: Failures of Risk Oversight and Risk Management at HBOS

Part 2: Environmental Concerns

Environmental Concerns

  • The sustainable use of natural resources
  • Energy conservation
  • The reduction and disposal of waste
  • Implementation steps and life-style thinking
  • Involving suppliers and customers
  • Emerging trends in corporate sustainability

Environmental Concerns: Water Risk

  • The background to water risk
  • Water risk in Asia
  • Water risks in the value chain
  • Risky sectors
  • A phased approach to managing water-related issues

Case Study: Coca-Cola’s partnership with the World Wildlife Fund (WWF)

Environmental Concerns: Climate Change

  • Update on the latest scientific evidence
  • Climate change in Asia 
  • Post-Paris and Post-Trump: Where are we going?
  • Assessing climate risks in business operations
  • Corporate strategies for adaptation: the experience to date


Day 5


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

Corrupt Business Practices

  • The background: the international dimensions of corruption
  • The OECD anti-corruption regime
  • The United Nations anti-corruption regime
    - The ADB-OECD Action Plan for Asia-Pacific

Case Studies: Getting Tough: anti-corruption tactics in Brazil, China and Korea

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: the European Commission’s treatment of the tax minimisation strategies of Apple, Google and Starbuck’s

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


Why us

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 – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
  • Knowledge – our 150 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 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
  • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product