Director Development

Different organisations have different development requirements at board level, depending on the experience of their directors, their particular sector and their operating environment. To help narrow-down the content of a training course / workshop, a menu of modules has been developed which covers all the key issues. Whatever your training objectives, taking this flexible menu of optional modules as a starting point will ensure a programme that is as closely tailored to your particular needs as possible.

The format is totally flexible. The modules have all been developed as three-hour sessions, but elements from each can be put together to create the course you want: simply indicate the topics of most interest and we will devise a programme accordingly. And if there is anything we have not listed, let us know and we will develop a module just for you.

The Board
- The Role of the Board
  - Board tasks Board classification systems
  - Managing versus Directing
  - Board Practices and Procedures
- The Role of the Chairman
  - Duties and liabilities of a Chairman
  - The separation of the roles of the Chairman and the CEO
  - Key dilemmas facing the Chairman in board meetings
  - Improving the effectiveness of the Chairman
- The Role of the CEO
  - Duties and liabilities of a CEO
  - The separation of the roles of the CEO and Chairman
  - Key dilemmas facing the CEO in board meetings
  - Improving the effectiveness of the CEO in board meetings
- The Role of the Executive Director
  - Duties and liabilities of an Executive Director
  - The separation of executive and board roles
  - Key dilemmas facing the Executive Director in board meetings
  - Improving the effectiveness of the Executive Director in board meetings
- The Role of the Non Executive Director / Independent Director
  - Duties and liabilities of a Executive Director / Independent Director
  - Key dilemmas facing the Executive Director / Independent Director
  - Improving the effectiveness of the Executive Director / Independent Director in board meetings
- The Role of the Company Secretary
  - Duties and liabilities of a Company Secretary
  - Key dilemmas facing the Company Secretary
  - Improving the effectiveness of the Company Secretary
- Directors' Duties and Liabilities
- The Effective Board: Composition and Structure
  - The balanced board and board leadership
  - Dysfunctional board characteristics including how to deal with Board conflicts and disagreements
  - The issues associated with diversity and board composition, size and structure
  - Improving the effectiveness of Board Processes and Practices
- Board Practices and Procedures
  - Methods of board evaluation and their advantages and disadvantages
  - Maximizing the benefits arising from board evaluation
  - Reporting board evaluation

Board Committee
- Audit Committee practices and procedures
  - The role of the Audit Committee
  - The Audit committee's relationship with the Board, the External Auditors, the Internal Audit and the CFO.
  - How to improve the effectiveness of the Audit Committee
- Risk Committee practices and procedures
  - The role of the Risk Committee
  - Identifying and evaluating risk
  - The Risk committee's relationship with the Board, the Chief Risk Officer and other key stakeholders.
  - How to improve the effectiveness of the Risk Committee
- Nominations Committee practices and procedures
  - The role of the Nominations Committee
  - Director leadership attributes
  - Director selection, appointment and agreements and succession planning
  - How to improve the effectiveness of the Nominations Committee
- Remunerations Committee practices and procedures
  - The role of the Remunerations Committee
  - Remuneration policy
  - Evaluating executive performance and its link to remuneration
  - Remuneration disclosure
  - How to improve the effectiveness of the Remuneration Committee
- Corporate Governance Committee practices and procedures
  - The role of the Corporate Governance Remunerations Committee
  - The Corporate Governance Committee's relationship with the Board and other key stakeholders.
  - How to improve the effectiveness of the Corporate Governance Committee

Shareholders and Stakeholders
- The role of Shareowners
  - Shareowner rights and agreements
  - Protecting minority shareowners' interests
  - Effective shareholder communications and investor relations
  - The principles of responsible investment (PRI)
- Corporate Social Responsibility
  - Defining corporate social responsibility and its business case
  - Corporate social responsibility frameworks and reporting tools
  - How to develop a corporate responsibility action plan
- Corporate Citizenship
  - Defining corporate citizenship and its business case
  - Corporate citizenship frameworks and reporting tools
  - How to develop a corporate citizenship action plan
- Stakeholder Relationship Management
  - Identifying key stakeholders and their requirements
  - Stakeholder relationship mapping
  - How to develop a stakeholder relationship management action plan
- Integrated Sustainable Reporting
  - Measuring sustainability and its business case
  - Integrated sustainability frameworks and reporting tools
  - How to develop an integrated sustainability report

Strategic leadership
- The Governance of Strategy
  - The Board's role in the governance of strategy
  - The strategic toolkit including: the balanced scorecard, organizational performance benchmarking and corporate dashboards
  - Using key performance indicators (KPIs) to evaluate strategic performance
- Evaluating Strategy Delivery and Executive Directors Performance
- The Governance of Risk
  - The board's role in risk management
  - Disaster recovery and business continuity planning
  - Communicating risk management policies
- Corporate Responsibility

Financial Stewardship and Accountability
- Financial Oversight
  - The role of the Chief Financial Officer
  - Accounting policies and principles
  - The board's key accounting information needs and financial performance metrics and ratios
- Reporting: Disclosure and transparency
  - The information needs of corporate report users
  - Benefits of disclosures and transparency
  - International best practice standards of corporate reporting
- Corporate Finance
  - Financing growth and initial public offerings (IPOs)
  - Dividend policy
  - Capital decision making
  - Financial crisis indicators
- The Control Environment
  - The role of the external auditors
  - The role of the audit committee
  - The role of the internal audit function
  - Whistle blowing best practices
- Leading change
  - The elements of a corporate change programme
  - How to develop an action plan
  - Red flags for directors

Corporate governance
- Corporate Governance in Listed Companies
  - Defining Corporate Governance Best Practices in Listed Companies
  - How corporate governance can generate value in Listed Companies
  - Case studies of Listed Companies using cost / benefit analysis to determine the business case for Corporate Governance
- Corporate Governance in Unlisted Companies
  - Defining Corporate Governance Best Practices in Unlisted Companies
  - How corporate governance can generate value in Unlisted Companies
  - Case studies of Unlisted Companies using cost / benefit analysis to determine the business case for Corporate Governance
- Governance in Family Businesses
  - Defining Corporate Governance Best Practices in Family Businesses
  - How corporate governance can generate value in Family Businesses
  - Case studies of Family Businesses using cost / benefit analysis to determine the business case for Corporate Governance
- Corporate Governance in State Owned Enterprises (SOEs)
  - Defining Corporate Governance Best Practices in SOEs
  - How corporate governance can generate value in SOEs
  - Case studies of SOEs using cost / benefit analysis to determine the business case for Corporate Governance
- Corporate Governance in Banks and Financial Institutions
  - Defining Corporate Governance Best Practices in Banks and Financial Institutions
  - How corporate governance can generate value in Banks and Financial Institutions
  - Case studies of Banks and Financial Institutions using cost / benefit analysis to determine the business case for Corporate Governance
- Corporate Governance in Sovereign Wealth Funds and National Investment Authorities
  - Defining Corporate Governance Best Practices in Sovereign Wealth Funds and National Investment Authorities
  - How corporate governance can generate value in Sovereign Wealth Funds and National Investment Authorities
  - Case studies of Sovereign Wealth Funds and National Investment Authorities using cost / benefit analysis to determine the business case for Corporate Governance
- Corporate Governance in Islamic Financial Institutions (IFIs)
  - Defining Corporate Governance Best Practices in IFIs
  - How corporate governance can generate value in IFIs
  - Case studies of IFIs using cost / benefit analysis to determine the business case for Corporate Governance
- Corporate Governance in Not for Profit Organizations
  - Defining Corporate Governance Best Practices in Not for Profit Organizations
  - How corporate governance can generate value in Not for Profit Organizations
  - Case studies of Not for Profit Organizations using cost / benefit analysis to determine the business case for Corporate Governance
- Corporate Governance in Membership Organizations
  - Defining Corporate Governance Best Practices in Membership Organizations
  - How corporate governance can generate value in Membership Organizations
  - Case studies of Membership Organizations using cost / benefit analysis to determine the business case for Corporate Governance

Client Comments

"An excellent course with in depth, detailed notes and research."

A Company Secretary of an International Stock Exchange

"An excellent course very well provided by a very skilled and knowledgeable person. Thanks Chris! Have really learned a lot and appreciated the way you presented the training."

An Executive Director from a National Investment Authority in Abu Dhabi

"I thoroughly enjoyed the programme. It was educative as well as practical . Many new theories were explained that we can put to use."

An Executive Director from a Tata company in India

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