Strategic Corporate Governance

When companies go off track – unexpected risks become reality, unplanned-for claims arrive without notice, a sudden vacancy appears among top management – shareholders look to the Board of Directors for an explanation and a remedy. But how do we know if directors are effective? And how should we measure their performance? This course examines ‘what good looks like’ for members of a board when carrying out their duties – including the Board chairman, the Company Secretary and non-executive directors.

By attending this course, you will examine new and complex issues that are taxing the skills of even the most-experienced directors. These include the potential for conflict between activist shareholders and the board, the emergence of Climate Change as a threat to global security, the requirements to report publicly on what is called the “stakeholder agenda”, and the increasing focus of regulatory bodies, such as the Financial Reporting Council, on how boards are managing risk.

The course will wrap with a summary of the key learning points, followed by an action planning exercise with a view to apply the acquired knowledge and skills immediately upon your return to work. Post-course support is also available in relation to the implementation of your action plan, up to six (6) months following course completion.

The Effective Board Director

• Directors Legal Duties
• What skills do Board directors need?
• What makes an effective board?
• Evaluating Board Performance

Liderança, Independência e Governança

• Função e Habilidades do Presidente do Conselho
• Funções e habilidades do diretor não executivo
• O Secretário da Companhia como Chefe de Governança
• Papel dos executivos
• O Comitê Executivo

Medição de desempenho e remuneração de diretores

• Nomeações para o Conselho e Planejamento de Sucessão

= Runando uma reunião efetiva do conselho

Como realizar uma reunião efetiva da placa. AGENDAS. Interesse

• Meeting Agendas.
• Minutes.
• Schedules

Institutional Investors and ESG Principles

• The role of institutional investors
• Investor activism
• The sustainable company

Regulation and Control on Corporate Behaviour

• Handling conflicts of interest
• Auditoria interna e outros controles
• Controles regulatórios nas placas

Modelos de governança corporativa

• listados e não listados - governança comparada || Governança
• Independence – the watchword for Boards and Directors
• Corporate Governance challenges in State Owned Companies

Emerging Trends in Corporate Governance

Quais são as prioridades emergentes para as placas na terceira década do século XXI? Objetivos

• ESG issues and Climate Change.
• Refreshing the board.
• New Existential threats, such as cyber security.

Course Review

• Summary and recap of key learning objectives
• Planejamento de ação

Este curso é adequado para:

• Diretores não executivos que desejam entender sua função; Organizações;
• Other Board members wishing to refresh their knowledge and skills;
• Chairs of organizations, Chief Executives, Company Secretaries, Other Heads of organizations;
• Profissionais, profissionais e gerentes de investimento corporativo, bem como líderes em empresas estatais, organizações públicas, voluntárias e sem fins lucrativos; Seja capaz de:
• Those needing to get to grips with good governance such as Inhouse counsel and Regulatory and Compliance professionals.

Upon completion of this course, you will be able to:

• Descreva quais são os deveres legais de um diretor.
• Reconheça as características de uma placa ineficaz. Diretores individuais e o conselho como um todo.
• Review how to run an effective board meeting.
• Explain the roes and skills needed for key appointments to the board, including the chairman, company secretary and non-executive directors.
• Implement a performance measurement structure for individual directors and the board as a whole.
• Explique os desejos e necessidades dos investidores institucionais e como eles podem se comportar. Diferentes tipos de empresas, incluindo aquelas de propriedade do Estado. 2025
• Put into practice the duties of directors.
• Address the “stakeholder agenda”.
• Apply the FRC’s guidance on risk management and board effectiveness
• Explain how corporate governance can operate in different types of companies, including those owned by the state.
• Appreciate the emerging trends in corporate governance, such as ESG issues and Climate Change.
• Implement an Action Plan at your workplace using the knowledge and skills acquired through the course.