Corporate governance
Directors' duties, board conduct, committee work and the difference between governing an organisation and managing it.
Bought at these levels
L5 Senior L6 ExecutiveWhat we list, and what we do not
Directors' duties and personal liability, board and committee conduct, board effectiveness reviews, the boundary between board and executive, succession, and induction for newly appointed directors and trustees.
Not company secretarial services and not legal opinion on a live matter. Practitioners on this register train boards. They do not sit on yours, and they do not draft your resolutions.
What companies ask for
What a director is personally liable for
Running a board that decides rather than reports
Committee charters that work
Three situations this gets bought for
- The newly appointed director
Somebody has joined a board for the first time, often as a non-executive or a trustee, and has personal liability they have not fully grasped. Usually bought as an induction for one or two people rather than a full board session. - The board that reports instead of deciding
Meetings run four hours, the pack is two hundred pages, and nothing is actually resolved. This is board effectiveness work and it is uncomfortable by design. Say in the brief how frank you want the facilitator to be. - The organisation whose governance has been questioned
After an audit finding, a regulatory letter or a public incident. Sensitive, and often bought quietly. Every provider here is used to that and no posted need carries your name.
Who delivers this
Every practitioner and provider on the register who trains corporate governance, filtered by the level they train at, the market and how they deliver.
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