Advanced Corporate Governance Courses - LONDON CORPORATE TRAINING

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Advanced Corporate Governance

Course Ref: AM.4B

Course Subject: Advanced Management

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Dates for This Course

Who should attend?

  • Company Executive and Non- Executive Directors
  • Shareholder representatives
  • Pension and Investment Fund Managers
  • Public officials in a regulatory, supervisory or compliance functions
  • Company Secretaries of public companies
  • Executives involved in strategic and operational functions, including finance, corporate strategy, human resources, and government affairs
  • Senior managers involved in setting up corporate governance initiatives
  • Corporate lawyers who wish to improve their understanding of new company law developments concerning corporate responsibility
  • Investor Relations managers responsible for their organisation’s dealings with the finance community

Learning objectives

  • To familiarise participants with the duties of company directors
  • To examine how company boards organise themselves
  • To alert attendees to the underlying issues which led to the creation of corporate governance as a discipline
  • To highlight the checks and balance that apply to the boards of listed companies
  • To study the framework of governance rules that has been created by the UK Corporate Governance Code
  • To look at trends in corporate governance from around the world
  • To update participants’ knowledge about the structure of a Board, and Board committees, such as those concerning Remuneration and Audit

Course content

What is Corporate Governance?

  • Essential structures of corporate governance
  • Principle functions and responsibilities of the Board
  • Setting the company strategic direction
  • Establishing corporate values
  • Holding the executives to account
  • Maintaining the corporate reputation

Company Directors and Company Boards

  • Duties of a Director
  • Promoting the success of the company
  • Role of the chairman
  • Executive and Non-executive directors
  • Making a difference using non-executive directors

Corporate Failure Resulting from Poor Governance

  • The ineffective board
  • Examples of corporate failure: Maxwell, Polly Peck, Enron
  • Analysis of the banking crisis as a failure of governance
  • Sarbanes-Oxley and other regulatory responses to corporate governance failure
  • Lessons learned from corporate failures

Protecting shareholders and other stakeholders

  • The UK Corporate Governance Code
  • The Comply or Explain rule
  • How to protect the shareholder?
  • Communicating with the shareholder
  • A Legal framework for corporate governance

Corporate Social Responsibility

  • The pressure for corporate behaviour change
  • The Legal Background of CSR
  • Company directors’ obligations and CSR
  • Voluntary measures
  • Is CSR “Just Public Relations”?
  • CSR and corporate governance links

Strategic Risk Management

  • Identifying, Prioritising and Managing risks
  • Probability & Impact analysis
  • Risk tolerance and other management approaches
  • Tools to apply to enterprise risks
  • Board approaches to strategic risk

Board Committees

  • Role of Board committees
  • Workings of the Nomination, Remuneration and Audit Committees
  • Other board committees
  • Holding Board committees to account
  • Your responsibilities as a NED committee member

Case Studies in Comparative Corporate Governance: BP and News Corporation

  • Composition of the boards
  • The balance of Executive directors to NEDs
  • Compliance with corporate governance standards
  • Annual corporate governance statements
  • Unpicking the Corporate social responsibility reports

International Corporate Governance Approaches

  • US and UK corporate governance compared
  • Corporate governance in developing countries – case study of Nigeria’s codes
  • Unitary and Dual Board systems
  • The supervisory board in Germany