Corporate Governance course in London, UK
Corporate Governance course agenda:
Theoretical Aspects of Corporate Governance
- Agency theory
- Separation of ownership and control
- Transaction cost economics (TCE)
- Stakeholder theory
- Stewardship theory
Development of Corporate Governance Codes – Part 1
- The growth in corporate governance codes
- Corporate governance in the UK
- Influential corporate governance codes
- Cadbury Report (1992)
- OECD Principles of Corporate Governance (1999) as revised (2004)
Development of Corporate Governance Codes – Part 2
- World Bank
- Global Corporate Governance Forum (GCGF)
- International Corporate Governance Network (ICGN)
- Commonwealth Association for Corporate Governance (CACG)
- EU and corporate governance
- Basle Committee
Development of Corporate Governance Codes – Part 3
- US corporate governance
- Delaware corporate law
- Employee Retirement Income Security Act 1974 (ERISA)
- Sarbanes-Oxley Act 2002
- Commission on Public Trust and Private Enterprise 2003
- NYSE Corporate Governance Rules (2003)
Development of Corporate Governance Codes – Part 4
- Emergency Economic Stabilisation Act (2008)
- NACD Key Agreed Principles to Strengthen Corporate Governance for US Publicly Traded Companies (2008)
- Dodd-Frank Wall Street Reform and Consumer Protection Act (2010)
- New York Stock Exchange (NYSE) Commission on Corporate Governance (2010)
- Non-Governmental Organisations (NGOs), public sector, non-profit organisations, and charities
Shareholders and Stakeholders
- Stakeholder groups
- Guidance on shareholders’ and stakeholders’ interests
- Roles of shareholders and stakeholders
The Role of Institutional Investors in Corporate Governance
- Influence of institutional investors
- Development of guidance on institutional investors’ responsibilities
- Private equity and sovereign wealth funds (SWFs)
- Tools of corporate governance
- Corporate governance and corporate performance
Socially Responsible Investment (SRI)
- Strategies for SRI
- Institutional investors’ policies
- International guidance
- CSR indices
- Corporate social responsibility (CSR)
- The impact on shareholder value
Directors and Board Structure
- Unitary board versus dual board
- Role, duties, and responsibilities
- Chief executive officer (CEO), chairperson, senior independent director, and company secretary
- Board subcommittees
- Remuneration, nomination, risk, and ethics committees
- Non-executive directors
- Director evaluation
- Succession planning
- Board diversity
Directors’ Performance and Remuneration
- The directors’ remuneration debate
- Key elements of directors’ remuneration
- Role of the remuneration committee and remuneration consultants
- Performance measures
- Remuneration of non-executive directors
- Disclosure of directors’ remuneration
- International guidance on executive remuneration
- ‘Say on pay’
Corporate Governance course – Target audience
This Corporate Governance course is suitable for:
- Heads of organisations, chief officers, chairpersons, board members and directors.
- Those who wish to explore some of the more challenging aspects of corporate governance in the 21st century.
- Professionals, practitioners, and management.
- Those employed in the corporate and investment sectors, as well as public, voluntary, and non-profit organisations who wish to place much more emphasis on good governance.
- Those who wish to understand the development of corporate governance in the last twenty-five years and its importance to the firm, to directors, shareholders, and other stakeholders, and to the wider business community.
Corporate Governance course – Learning outcomes:
Upon completion of this Corporate Governance course, you will be able to understand:
- The various main theories that underlie the development corporate governance.
- Be aware of the impact of the form of legal system, capital market, and ownership structure on the development of corporate governance.
- The key factors affecting the development of corporate governance codes.
- The main developments in corporate governance codes.
- The corporate governance codes that have been most influential globally.
- The characteristics of corporate governance codes and the mode of operation.
- The difference between shareholders and stakeholders.
- The various different stakeholder groups.
- An overview of the way that shareholders and stakeholders are provided for in various corporate governance codes and guidelines.
- The roles that shareholders and stakeholders can play in companies and the development of corporate governance.
- Who institutional investors are.
- The growing influence of institutional investors and why they are increasingly interested in corporate governance.
- The importance of institutional investors’ relationships with their investee companies and the role of stewardship.
- The ‘tools of governance’ that institutional investors have available to them.
- How to assess the potential impact of corporate governance on corporate performance.
- The origins of socially responsible investment.
- The different approaches that may be used for socially responsible (ethical) investment.
- The role of institutional investors in socially responsible investment.
- The different ethical indices that may be used to assess performance of socially responsible funds.
- The evidence analysing the performance of socially responsible investment funds.
- The distinction between unitary and dual boards.
- The roles, duties, and responsibilities of directors.
- The rationale for key board committees and their functions.
- The criteria for independence of non-executive (outside) directors.
- The role and contribution of non-executive (outside) directors.
- The importance of board evaluation, succession planning, and board diversity.
- The main features of the directors’ remuneration debate.
- The key elements of directors’ remuneration.
- The role of the remuneration committee in setting directors’ remuneration.
- The different measures used to link directors’ remuneration with performance.
- The disclosure requirements for directors’ remuneration.
- Possible ways of evaluating directors.
In addition to LBTC’s Corporate Governance course, we also offer training in Strategic Management. To explore this course, click the link below:
£5175 + VAT