This event has passed

Why Attend

Corporate governance is a very important topic that started getting more attention in business
schools and among legislatures a few years ago, with this trend only increasing. There are different
models for corporate governance but all aim at organizing the relation between company and
stakeholders. Governance models start with Shareholder Wealth Maximization (SWM) that stresses
owners rights, as applied mainly in the US and UK. Other methods of governance, applied in Germany
or Japan for example, bring other stakeholders strongly into play: mainly the workforce and the
bankers. In addition to these models, this course also covers the reasons why board membership
may be one tier or two tiers, and includes discussions about board structure, committees, their
functions and duties, especially the audit committee and the appointment and remuneration
committee. Other topics discussed are the role of the chairman and effect of institutional investors.

Event Date: 21/03/2024 – 23/03/2024

Request an In-House Proposal

Download 2024 Training Calendar

More Dates

05/09/2024 – 07/09/2024	Price: $ 195.53
24/10/2024 – 26/10/2024	Price: $ 195.53

Overview
Course Outline

Course Methodology
The training is built on presentations by the instructor and the participants. It also includes exercises
and case studies to be discussed in the training.
Course Objectives
By the end of the course, participants will be able to:
 List the essential fundamentals and significance of corporate governance
 Analyze corporate governance models and suggest improvements
 Assess the ethical and policy considerations underpinning shareholders, board of directors (BOD), auditors, senior management and executives
 Decide on corporate governance structure that is best suitable for the business model
 Deploy corporate governance best practices
 Apply disclosures and transparency requirements issued by IFRS and other authorities
Target Audience
Board members, chief financial officers, senior management, directors, finance managers, financial
controllers, accounting and finance personnel, legal counsel, corporate legal advisors, corporate
secretaries, lawyers, external and internal auditors, HR managers, and department heads.
Target Competencies
 Understand BOD structure
 Analyze board committees
 Assess board power
 Defend shareholder rights and responsibilities
 Employ the control environment
 Evaluate wealth maximization
 Identify stakeholders rights

Course Outline
 Overview of Corporate Governance (CG)
 Definition of corporate governance
 The scope of corporate governance
 Essential corporate governance principles
 The macro governance picture
 Philosophies affecting corporate governance
 CG code of conduct and global principles

 Models and mechanism of CG
 Shareholder Wealth Maximization model (SWM)
 Corporate Wealth Maximization model (CWM)
 International models of corporate governance
 The board of directors
 Audit committee
 Environment for corporate control

 Stakeholders in corporate governance
 Stakeholders
 Shareholders rights
 Different types of directors
 Directors’ duties and rights
 Role of chairman and corporate officers
 Internal auditors and external auditors
 Institutional investors and minority stakeholders
 Organization for Economic Cooperation and Development (OECD) view on stakeholders
 Deloitte governance framework
 KPMG professional judgment process
 Risk based decision making
 CG failure effects
 The efficient board

 Functions and structures of corporate governance
 Starting from board of directors
 Alternative board structures
 Unitary and two tier board models
 Independence of the board
 Selection, remuneration and evaluation of the board
 Analyzing current company’s CG system
 Planning and organizing CG objectives and resources
 Communicating and implementing CG principles

 Practical corporate governance best practices
 International Corporate Governance Network (ICGN)
 OECD corporate governance principles

 Disclosure and transparency
 Financial and operating results versus company objectives
 Remuneration policy for board members and key executives
 Related party transactions
 Timely, accurate and cost efficient access to information by users