Corporate Governance, Risk Management & Ethics Committees
Johannesburg: For future dates email firstname.lastname@example.org
Durbanville, Cape Town: For future dates email email@example.com
Durban North: In-House Only
Single: R7,500.00 (R8,550.00 incl. VAT)
In-House Training sessions: available on request – send an e-mail with specifications to firstname.lastname@example.org
King Code of Governance Principles (King III)
Two important principles from King III that we will cover during this seminar are:
- PART 1: KING III AND NEW COMPANIES ACT – The board should ensure that the company is and is seen to be a responsible corporate citizen.
- PART 2: SOCIAL ETHICS COMMITTEES – The board should ensure that the company’s ethics is managed effectively.
This seminar aims to assist organisations and their officers to understand what Corporate Governance means and requires, as well as how to go about implementing good governance in practice.
The King III report has tightened directors’ responsibilities, making them personally liable for decisions that make the company criminally negligent.
King III makes it very clear that all levels of management carry some degree of legal and organisational responsibility, and that corporate governance is not the responsibility of directors and executives alone.
Directors and Senior Officials in the Private Sector are routinely required to report on Compliance with King. Senior Government Officials and Executives of Parastatals are required to adhere to the PFMA. An understanding of the PFMA is just as important for all Managers of Private Companies in doing business with Government Departments and Parastatals.
Any manager who is not familiar with the elements required of them by King III will struggle to meet their legal and fiduciary duties to their respective employers.
King III report on corporate governance also includes Information Technology governance and its strategic alignment with business. King III demands that directors ensure that prudent and reasonable steps have been taken in regard to IT governance.
Delegates will also learn about:
- the need to understand and implement the recommendations of King III and what the implications are for organisations
- the importance of IT governance, risk and compliance (GRC) and why Heads of IT governance and risk management have to be included on the board as well as the legal requirements for implementing IT GRC
- the ramifications of the forthcoming Protection of Personal Information Bill
Who should attend?
- CEOs, Directors, CFOs, Chief Accountants, Company Secretaries, Legal Advisors, Finance Directors / Managers, Risk and Compliance Managers, CSR Managers, Public Relations Managers / Directors, Client Relationship Managers / Leaders,
- Public Sector: Managers and HODs at National, Provincial and Government levels, Local Governments and Municipalities.
WORKSHOP PART 1 – KING III AND THE NEW COMPANIES ACT
Main topics to be covered will include:
- The governance aspects of the New Companies Act and King III
- The duties of directors
- How managers and directors get into trouble
- A framework of corporate governance
- Corporate governance about principles and practices
- What is good corporate governance?
- Who is the leader of the company?
- To whom is the board accountable?
- Are you practicing the inclusive approach?
- Risk and the non-financial aspects of governance
- Governance issues as per the Public Finance Management Act (PFMA)
- Prevention and combating of fraud
- IT Governance
- Internal Audit
- Quantitative and qualitative governance
- Code of conduct and Corruption
- Board self-evaluation
- Role and function of the board
- The role of the chairman
WORKSHOP PART 2 – THE SOCIAL ETHICS COMMITTEE
The Social & Ethics Committees section of this workshop is intended for board members, members and standing invitees of Social & Ethics Committees, as well as for staff who report to Social & Ethics Committees. This course will be valuable for companies where the Social & Ethics Committee is already well-established. This part of the workshop will focus on the emerging best practices in forming and running effective Social & Ethics Committees.
Section 74 and regulation 43 of the New Companies Act of 2008 requires all state owned, listed companies and private companies with a public interest score of 550 and over to establish an Ethics Committee.
The new Companies Act requires organisations to establish Ethics Committees which are mandated to observe compliance to externally imposed legislation and regulations and also oversee the formulation of internal policies that guide and give life to the ethical conduct of the organisation.
Organisation’s performance cannot only be measured in terms of its financial impact – the emphasis is also placed on issues like the Triple Bottom Line and integrated Reporting is making organisational leadership more and more challenging. Ethics Committees will need to ensure that the organisational agenda encompasses all these concepts and concerns.
Concepts and Principles of SOCIAL AND ETHIC COMMITTEES (SEC)
- Overview on Ethics
- Ethical decision making: Where to start?
An overview on decision-making
Identifying ethical intelligence for corporates and individuals
Understanding and achieving moral judgment in decision-making
The role of transparency and accountability
- Regulatory requirements for Social and Ethics Committees
The legal requirement according to the new Companies Act
King III – Corporate Governance and the role of ethical leadership in governance
King III and the Companies Act – how do they compare?
- The Responsibilities of the Social and Ethics Committee
- Functions of Social and Ethics Committees
- Understanding the role of Stakeholder Engagement: concepts and principles
- Integrated Reporting: Understanding the Frameworks and Principles
Integrated Reporting requirements
Legislation and Corporate Governance Recommendations
King III stance in Integrated Reporting