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The course will also provide insight into an international perspective of corporate governance.
“Corporate governance is the system by which companies are directed and controlled.” (Cadbury report, 1992) “Whilst Management processes have been widely explored relatively little attention has been paid to the processes by which Organisations are governed. If management is about running businesses, governance is about seeing that it is run properly. All companies/organisations need governing as well as managing (Professor Bob Tricker, 1984).
The Board is responsible for oversight and the strategic direction of the company— not execution. This means Board members should take on a devil’s advocate role by asking C-Level managers questions such as What is the worst that could go wrong and how will you manage the outcomes?
The governing body is responsible to ensure the establishment and implementation of business continuity arrangements that allow the organisation to operate under conditions of volatility, and to withstand and recover from acute shocks.
The question that needs to be answered is that according to the companies act “A company must not carry on its business recklessly, with gross negligence” And directors/governing body must manage “with the degree of care, skill and diligence that may reasonably be expected of a person”. Should companies fail due to the COVID19 or similar event can directors/governing bodies be held criminally liable if no disaster management plan and business continuity plan was in place when the event occurred
By attending this ICL training course, delegates will be able to:
To diminish the growing numbers of performance failures
To improve the lack of accountability of executives
To understand the lack of social conscience in the capitalist system
To take note of the serious delivery failures in government
To appreciate the need to supplement laws with a “moral imperative”
The need to improve governance image of Africa in the eyes of the world
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Company directors especially newly appointed
Executive management including senior management
Risk practitioners
All people in decision making positions
Government agency management
Supplier management
Community leaders
Session 1
Foundational concepts
Objectives of new code
Definition of corporate governance
Philosophies of Encapsulated in the new code
Session 2
Content elements and development
Overview of the parts of the Report
Code elements
Sector supplements
Session 3
Application of the new code
Legal status of the new code
Scope of the application
Appropriate application and adaption of practices
Disclosure on application
Transition from the previous to the new code
Session 4
Leadership, Ethics and corporate citizenship
Ethical leadership
Organisation values, ethics and culture
Responsible and disclosure
Ethics committees
Setting ethical culture
Session 5
Performance and reporting
Strategy, implementation, performance
Reports and disclosure
Session 6
Governing structures and delegation
Role of the governing body
Composition of the governing body
committees of the governing body
Delegation to management
Performance evaluations
Session 7
Governance functional areas
Risk and opportunity
Technology and information governance
Compliance governance
Remuneration governance
Assurance