Overview
The role of a Non-Executive Director is crucial but increasingly challenging to perform effectively. NEDs must navigate scrutiny from regulators, shareholders and stakeholders and an increasingly complex business environment to add strategic value and perform good governance. This means having the knowledge and skills to spot red flags and deliver appropriate scrutiny and challenge.
This practical training course covers all aspects of the modern NEDs role, Responsibilities, Law, Regulation, board composition, remuneration and much more. Learn how to maximise your effectiveness whether you are new to the boardroom or looking to increase your value.
For any related enquiries please contact us at training@cgi.org.uk, or call us at +44 (0)20 7580 4741
Participant Profile
- Are you considering a portfolio career as an NED?
- Do you need to update your knowledge as a current NED?
- Are you a Company Secretary or governance professional wishing to learn more about the responsibilities of an NED
The course is suited to participants from across different sectors including listed companies, private companies, charity, health and others.
Learning Outcomes
By the end of this course, participants will understand:
- Your responsibilities and the legal framework that underpins them.
- How to be effective in the boardroom - delivering scrutiny and challenge.
- Your role in risk management and audit committees.
- Board composition, induction and training.
- Remuneration, and the challenges for NEDs.
You will also receive:
- A delegate pack containing comprehensive course notes and presentation slides
- A certificate to show you have attended the course
- 6 hours credit towards your Continuing Professional Development (CPD)
- 6 months complimentary professional subscription of The Chartered Governance Institute UK & Ireland. This includes a subscription to G+C Magazine as well as access to briefings, discounts and our knowledge base.
Testimonials
"Very informative and useful. All speakers were very enjoyable! Thank you."
"When I enrolled for the course I was very keen to gain a full understanding of the NED role, with specific focus on Corporate Governance. As a new NED I recognised during the period between enrolling and actually attending the course my interpretation of what a NED should be doing was very much not aligned to any specific guidance. As such, the course couldn’t come soon enough – it was clear I needed help, and that is what I received… in abundance."
"The pre-course administration was excellent – I received all the information I needed in a timely manner, especially the case studies that formed the pre-course reading. From the moment it started the course content was evidently first class and this was matched by two instructors (Giles and Simon) who are without doubt experts in their field. Their anecdotal input to the training made the course much more realistic."
"For me, the objectives of the course were absolutely met – I now fully understand what I should be doing and the Corporate Governance element of the course really helped. Likewise, I met some great people who also attended the training – a good network of contacts as I venture further into the world of a NED."
"A big ‘thank you’ to everyone – a fantastic course which I thoroughly enjoyed and strongly recommend."
Useful CGI Resources:
- Non-Executive Directors’ Handbook, 5th Edition
- Corporate Governance Unlocked
- A wealth of further information and guidance on effective board-level governance can be found in our Resources.
Competency framework
This course aligns to CGI’s competency framework: Emerging/Established
Use the competency framework to identify your strengths and areas for improvement in governance.
Programme
- A review of the corporate governance environment
- The corporate governance role of the NED
- Role and key tasks of the board; what is expected of a NED; liability and insurance; due diligence; Bribery Act
- The NED’s responsibilities regarding risk and internal control.
- Composition and role of the committee
- ICSA guidance on terms of reference for audit and risk committees
- Board as decision making entities
- What facilitates good decision making
- Limitations on effective decision making
- Judgement and how it can be distorted
- Honest reviews of past decisions
- The Chairman’s role
- Issues regarding board composition, and the nomination committee, including skill sets, search and selection, succession planning and diversity.
- Key aspects of formulating a remuneration policy; legal constraints and best practice issues; an examination of the changing features of remuneration; and application of these principles to practical examples.
Course Leaders
Giles Peel
