Corporate Governance
In-house
For our public edition of Corporate Governance Training in Dubai, London & Singapore click here.
This 2 day course run by a former senior Corporate Governance manager with many years of practical experience focuses on providing participants with an overview of the regulation, frameworks and principles behind good corporate governance policy and practice. The delegates will learn about the core governance debates and issues and the best practice.
Participants to this course will benefit from the following:
- Understanding the principles of Corporate Governance and its impact on the overall business performance
- A review of legislative Corporate Governance framework in major economies in the context of the recent economic crisis
- Learning how to differentiate the responsibilities for Corporate Governance between non-executive directors (or Supervisory Board) and the Executive Board
- Understanding the impact of business ethics on long-term performance and share value: how to make ethical decisions in day-to day business operation
- The potential cost of Corporate Governance failures – examples and lessons to be learnt
- The principles’ of auditing the organization’s Corporate Governance
- Assessing the participant’s company current Corporate Governance, Risk Management and CSR policies and comparing the results with those for its competitors – a practical workshop
- Designing Corporate Governance framework
- Defining Key Risk Indicators (KRI) and Key Performance Indicators (KPI)
- Presenting Corporate Governance in internal and external communications campaigns
For alternative version of Corporate Governance programme click here.
Description
Corporate Governance is often one of a neglected areas in business management. This has led to some catastrophic failures of the largest and well-known companies. Thorough understanding, followed by fundamental changes in companies’ policies and long-term strategy is seen as an urgent and necessary step to improve the current situation. Many companies have recently embarked to implement these changes.
The way in which Corporate Governance is approached and implemented can be challenging. It has become yet another, albeit important initiative, implemented alongside other, often competing, projects. Compliance issues arising from the Sarbanes-Oxley Act, FSA, Basel II and Higgs Report are usually being implemented within the Operational Risk area by Chief Risk Officers. At the same time, those responsible for Corporate Governance, Socially Responsible Investment (SRI) or Corporate Social Responsibility (CSR) define and implement their own policies. Although all these initiatives cover closely related areas, they are largely implemented in a fragmented manner that can sometimes lead to implementing conflicting policies and operational directives.
Such situation leads to loss of clarity of purpose, increased costs and engaging over many months, usually the same senior management, in very similar projects. What is needed is a consolidated approach to implementing Corporate Governance and other related initiatives within one business change programme under one programme sponsor.
Main Topics Covered During This Training
- Key features of Corporate Governance
- The role of company management and shareholders
- Key Corporate Governance acts
- Corporate Social Responsibility
- Aligning Corporate Governance with CSR and Risk Management
- Building Corporate Governance framework
- Eco-friendly redesigning of technological processes and its impact on company's growth
- Engaging your staff
- Consolidating Operational Risks and CSR into the Corporate Governance Framework
Who Should Attend
Board members, senior managers, the managers responsible for:
- Corporate Governance
- Corporate Strategy
- Operational Risk Management
- Corporate Social Responsibility (CSR)
- Environmental Sustainability
- Public Relations, Human Resources, Marketing
Teaching Method
This is a classroom-style workshop. There will be a computer-supported interactive session with direct relevance to participants’ own company situation. Participants will benefit from bringing their own computers during practical sessions.
Knowledge Pre-Requisites
Basic knowledge of at least one of the discussed areas: Corporate Governance, Risk Management or Corporate Social Responsibility.
Corporate Governance - A 2 Day Programme
Learning from those that failed
- Why did these companies have a Total Business Failure?
- What is the business case for long-term sustainable growth?
Introduction to Corporate Governance
- Why do we need Corporate Governance
- Key features of Corporate Governance
- Difference between Corporate Governance in the Anglo-Saxon world, Europe and the Rest of the World
Who does really own a bank/company?
- The Company Management and the shareholders
- Some key proposals for strengthening a company’s Corporate Governance
Key Corporate Governance Acts
- USA - Sarbanes-Oxley
- UK – Companies Act 2006 section 417, Turnbull and Higgs Recommendations
- IFRS
- Other European Acts affecting Corporate Governance
Does it pay off to apply Business Ethics?
- What a pragmatic business leader can learn from philosophers?
- How to make consistent ethical decisions in rapidly changing environment?
The principles of sustainable long-term growth
- Key principles for long-term sustainable growth
- Discussion
Benefits of compliance and best practise
- Procedures
- Communications
- Implementation
- Codes of practise
- Leadership
Building Corporate Governance Framework
Discussing the results of your company’s BSR™ assessment
- How has your company fared against others in your sector? - review and discussion
What is Corporate Social Responsibility (CSR) and why companies need it?
- Definitions and the origins of CSR?
- What is the business case for CSR and for Business Sustainability?
How to align Corporate Governance, CSR and Risk Management policies?
- Why can some companies generate a higher long-term growth by using coherent Corporate Governance, Operational Risk Management and CSR policies?
- Using BSR as an example for setting up Corporate Governance, Operational Risk Management and CSR policies
The principles of building the Corporate Governance Framework
- Modifying the company’s Mission and business ethics to be in line with Corporate Governance Criteria
- Aligning the company’s Mission and business ethics to be in line with CSR criteria
- Verifying the company’s Operational Risk criteria against BSR criteria and discussing the consequences for Operational Risk Management
How can CSR help you balance your company’s business growth?
- How can CSR positively affect long-term growth?
- Using Balanced Scorecard for balancing stakeholders’ long-term superior benefits
The principles for eco-friendly re-design of technological processes
- Minimizing waste
- Minimize pollution
- Optimize the utilization of resources
Engaging your staff in the CSR initiatives
- The importance of consistency in applying CSR policies in the human capital area
- How to optimize the mix of technology and human involvement
- How to minimize human capital turnover
Consolidating Operational Risks and CSR into the Corporate Governance
Framework
Which processes to change first to make your business CSR compliant?
Feedback and a discussion
- Why have you changed some of your process?
- How would your customers react to those changes?
- What potential benefits would these changes make to your business?
Defining Key Risk Indicators (KRI) with Corporate Governance Framework
- Assessing the impact and probability of Key Risks
- Proposing Key Risk Indicators
- Producing a “Risk Pack” for the Regulators and Senior Management
Applying Stakeholder Scorecard for consolidating KRI and KPI
- The advantage of using Balanced Scorecard (BS) for the consolidated framework
- The added value of Stakeholder Scorecard
- The key steps for consolidating KRI and KPI within the Stakeholder Scorecard
Putting what you have learned into practice
- How and where can you use the newly acquired skills for your business?
- Creating an outline of a pilot Business Sustainability project
Questions & Answers
Our trainer is an investment and private banker with over 30 years experience in the UK corporate and private banking sector. He qualified as an associate of the Chartered Institute of Bankers in 1981 finishing as the top candidate for the year with distinctions and winning the Whitehead Prize for Monetary Theory.
Mark joined Lloyds Bank in the 1970’s. He was appointed a manager in the bank’s Corporate Banking Division. His duties included corporate governance, investment appraisals, credit control, control of lending by junior colleagues, direct lending and relationship management for individual companies and sectors.
During the 1980s Mark was appointed as one of the youngest Lloyds London City branch managers specialising in lending to employees of international bank clients and money market institutions. Mark was subsequently promoted back to the Corporate Banking division as a senior corporate manager responsible for corporate governance and more complex treasury, banking, international trade and investment requirements of the bank’s largest clients, included some of the largest global energy companies, hotel groups, and construction companies.
From 1990-2001 Mark served as a Director of Granville Bank – a private bank which specialised in client wealth management, secured lending and investment and treasury business – and was a main board director of Granville Holdings Plc, the parent company, a London City based merchant bank which itself specialised in high value clients, both corporate and private. His responsibilities included all the corporate governance requirements of the bank, complete control of the loan book, client management and acquisition, structured product development and control, international trade products and managing the groups wholly owned investment-banking subsidiary where private client accounts and investment management businesses, including a stockbroking business – catering almost exclusively for high net worth clients, corporate and private - were domiciled.
For the past 9 years Mark has established and successfully developed his own consultancy and has lectured extensively in Africa, the Middle East and Europe.
IN-HOUSE TRAINING
If you have a team of 4 or more this course can be customised and organised in-house at your convenience in any of your offices worldwide. Contact one of our advisors to find out more.
Call us now on +44 (0) 207 193 5035
or send an e-mail to enquiry@eurekafinancial.com
