Corporate Governance and Regulatory Control Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Board secretaries and company secretaries, Compliance managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-CG-061

Before you join: Participants should have experience of management, risk, compliance, finance, audit, legal, company secretariat or operational control responsibilities.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Corporate governance failures rarely arise from a single missing policy. They occur when board responsibilities are unclear, risk information arrives too late, controls lack evidence, conflicts are poorly managed, or regulatory obligations have no accountable owner. Boards and senior managers need governance arrangements that support sound decisions, challenge management constructively and demonstrate control to shareholders, regulators, auditors and other stakeholders.

This course examines the regulations, structures and control mechanisms that underpin effective corporate governance. Participants work through board and committee mandates, delegated authorities, director independence, internal control design, compliance obligations, risk appetite, assurance planning, disclosure controls, whistleblowing and third-party oversight. They learn to assess governance arrangements against the OECD G20 Principles of Corporate Governance, COSO Internal Control—Integrated Framework, ISO 37301 and the IIA Three Lines Model. Attention is given to translating legal, listing, sectoral and policy requirements into practical registers, reporting packs, control evidence and remediation plans.

Teaching combines concise instructor briefings with governance cases, board-paper reviews, group analysis, control-design work and simulated committee decisions. Participants examine realistic issues such as undisclosed conflicts, ineffective audit committees, supplier control failures, delayed regulatory reporting and whistleblowing investigations. Each participant leaves with a governance diagnostic, risk-control matrix, board reporting model and a 90-day improvement plan that can be adapted for their organisation.

The course suits managers and governance professionals who contribute to board support, compliance, risk, internal audit, finance, legal, company secretariat or operational control. It is particularly relevant where organisations face formal regulatory oversight, public accountability, shareholder reporting or complex third-party arrangements.

What you will be able to do

  • Assess governance structures against OECD G20 Principles and applicable regulatory requirements
  • Design board, committee and delegated-authority arrangements with clear decision rights
  • Build risk-control matrices linking objectives, risks, controls, owners and evidence
  • Develop compliance obligation registers with accountable owners and escalation routes
  • Evaluate internal control deficiencies using COSO control components and root-cause analysis
  • Prepare board reporting packs covering risks, controls, conduct and assurance findings
  • Apply the IIA Three Lines Model to clarify management, compliance and audit responsibilities
  • Produce a prioritised corporate governance remediation roadmap and 90-day action plan

Benefits of attending

For you

  • Improves confidence when preparing material for boards, committees and senior executives
  • Builds practical skill in identifying control gaps and documenting remediation actions
  • Strengthens ability to challenge unclear accountability, weak evidence and ineffective escalation
  • Provides reusable methods for managing conflicts, disclosures and regulatory obligations
  • Prepares participants to contribute credibly to governance reviews, audits and regulatory inspections

For your organisation

  • Clarifies board, committee and management accountability for key governance decisions
  • Reduces control failures through better ownership, evidence, testing and remediation tracking
  • Improves regulatory readiness through obligation registers and documented escalation processes
  • Produces more useful board reporting on risk, conduct, assurance and unresolved deficiencies
  • Supports defensible responses to audit findings, whistleblowing cases and supervisory enquiries

Course modules

10 modules over 5 days

Participants can assess a governance architecture against core shareholder, board and regulatory expectations.

  • Board fiduciary duties, accountability and stewardship under applicable company law
  • Shareholder rights, equitable treatment and minority-protection mechanisms compared
  • OECD G20 Principles used to assess governance architecture
  • Constitutive documents, reserved matters and delegated authorities distinguished
  • Governance codes, listing rules and sector requirements mapped
  • Accountability relationships between shareholders, board, management and assurance functions

Participants can design board and committee arrangements with clear roles, independence and oversight responsibilities.

  • Board composition matrix aligned with strategy, risk and independence needs
  • Director independence tests, conflicts registers and related-party transaction approvals
  • Committee charters for audit, risk, remuneration and nominations
  • Chair, chief executive and company secretary responsibilities separated
  • Board agendas structured around decisions, oversight and forward planning
  • Annual board evaluation methods, evidence and improvement actions
  • Succession planning for directors and critical committee chairs

Participants can document, assess and improve internal controls using the COSO framework.

  • COSO's five components translated into control design requirements
  • Process narratives, risk-control matrices and control objectives linked
  • Preventive, detective and corrective controls matched to risk causes
  • Control owners, frequency, evidence and escalation thresholds specified
  • Segregation-of-duties conflicts identified through access and workflow analysis
  • Entity-level controls covering ethics, authority and performance monitoring
  • Control deficiencies rated, remediated and reported to governance bodies

Participants can establish risk and compliance arrangements that assign ownership and support timely escalation.

  • Risk appetite statements connected to strategic objectives and tolerances
  • Risk registers distinguish causes, events, consequences and existing controls
  • ISO 37301 compliance obligations converted into accountable action plans
  • Regulatory horizon scanning assigns owners, deadlines and impact assessments
  • Obligation registers link laws, licences, policies and evidence
  • Risk reporting uses heat maps, key risk indicators and trends
  • Escalation criteria distinguish routine breaches from material regulatory incidents

Participants can coordinate assurance functions and use audit evidence to strengthen governance oversight.

  • IIA Three Lines Model clarifies management, risk and audit roles
  • Audit universe prioritisation combines inherent risk, control maturity and change
  • Internal audit charters protect objectivity, access and reporting rights
  • Assurance maps reveal duplication, gaps and untested material risks
  • Audit findings distinguish root causes, recommendations, owners and due dates
  • Follow-up protocols validate remediation before closure and committee reporting
  • External audit, regulators and internal assurance coordinated without role confusion

Participants can prepare governance reporting and records that support informed, defensible decisions.

  • Financial reporting responsibilities, audit committee challenge and management representation
  • Materiality assessments govern escalation, disclosure and board attention
  • Related-party transactions documented, reviewed and disclosed under approval protocols
  • Market-sensitive information controlled through authorised disclosure procedures
  • Whistleblowing reports protected through confidentiality, non-retaliation and independent investigation
  • Governance reporting packs combine decisions, risks, controls and assurance
  • Minutes record challenge, dissent, decisions and action accountability

Participants can establish conduct controls and respond appropriately to reported misconduct.

  • Codes of conduct translate values into observable employee expectations
  • Anti-bribery controls address gifts, intermediaries, sponsorships and facilitation payments
  • Conflict-of-interest declarations, registers and recusal decisions administered consistently
  • Speak-up channels, triage protocols and case governance protect reporters
  • Investigation plans preserve evidence, procedural fairness and legal privilege
  • Disciplinary frameworks connect substantiated misconduct to proportionate consequences
  • Culture indicators test whether incentives undermine stated control expectations

Participants can govern critical external dependencies, information risks and operational disruptions.

  • Third-party due diligence tiers suppliers by risk, service and access
  • Contractual control clauses cover audit rights, data and subcontracting
  • Outsourcing registers identify critical services, exit dependencies and accountability
  • Data governance assigns ownership, classification, retention and access approval
  • Cybersecurity oversight uses board metrics, incident thresholds and recovery assurance
  • Business continuity governance tests crisis authority, communications and recovery decisions
  • Vendor performance reviews document exceptions, remediation and residual risk

Participants can organise governance processes that improve decision quality, follow-through and accountability.

  • Annual governance calendars sequence meetings, filings, reviews and attestations
  • Decision papers present options, risk implications, recommendations and required approvals
  • Delegated authority matrices prevent unauthorised commitments and approval bottlenecks
  • Board information quality tested for relevance, timeliness and challengeability
  • Action trackers assign owners, milestones, evidence and overdue escalation
  • Committee reporting identifies matters requiring board reservation or shareholder approval
  • Governance dashboards integrate compliance, assurance, conduct and control metrics

Participants can prioritise governance improvements and present a practical implementation plan to senior stakeholders.

  • Current-state governance diagnostic scores structures, policies, controls and reporting
  • Gap analysis prioritises deficiencies by regulatory exposure, impact and feasibility
  • Target operating model assigns decision rights, accountability and assurance routes
  • Remediation roadmaps sequence quick fixes, dependencies, resources and milestones
  • Control-testing plans define samples, evidence standards and retest criteria
  • Board-ready implementation papers state decisions, investment needs and residual risks
  • Personal application plans schedule first ninety-day governance improvements

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Corporate governance diagnostic template
  2. Board and committee charter model
  3. Risk-control matrix template
  4. Compliance obligation register
  5. Governance reporting pack model
  6. Ninety-day governance remediation plan

Who should attend

  • Board secretaries and company secretaries — responsible for board processes, records and governance compliance
  • Compliance managers — accountable for translating obligations into monitored controls and reporting
  • Risk managers — responsible for risk appetite, risk registers and escalation frameworks
  • Internal audit managers — required to assess controls and report independently to governance bodies
  • Finance leaders and controllers — involved in financial reporting controls, attestations and audit committee support
  • Operational directors and senior managers — accountable for control ownership, conduct and regulatory delivery

Skills and tools covered

Board governance designInternal control assessmentRegulatory compliance managementRisk reportingAssurance coordinationGovernance remediation planning

Tools and standards

OECD G20 Principles of Corporate Governance, COSO Internal Control—Integrated Framework, ISO 37301:2021 Compliance Management Systems, IIA Three Lines Model

How the course runs

Training methodology

The course uses short instructor briefings to establish governance requirements and recognised frameworks, followed by case work based on board oversight, compliance failures, control breakdowns and assurance findings. Participants review governance documents, analyse risk-control relationships, assess reporting packs and make decisions through committee-style simulations. Group discussions compare approaches across regulated and commercial settings. Individual application planning converts course methods into priorities, accountabilities and milestones for participants' own governance responsibilities.

Requirements and prerequisites

Participants should have experience of management, risk, compliance, finance, audit, legal, company secretariat or operational control responsibilities. They should understand basic organisational structures, management reporting and the purpose of policies and procedures. Familiarity with their organisation's board structure, key regulations or internal control processes will be useful. No legal qualification, accounting designation, prior board service or internal audit certification is required. The course explains the main governance frameworks before applying them to practical organisational situations.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should understand basic organisational reporting lines, policies and management responsibilities. Experience in risk, compliance, finance, audit, legal, operations or board support is useful, but no legal or accounting qualification is required.

Participants should bring examples of their organisation's governance structure, board or committee terms of reference, risk reports or policies where confidentiality permits. They may also bring a current governance, compliance or control issue to use during application planning.

The course is designed for managers and professionals with governance or control responsibilities, including company secretaries, compliance managers, risk managers, internal auditors, finance leaders and operational directors. It also suits managers preparing for wider board or committee responsibilities.

This course places greater emphasis on regulations, internal controls, compliance evidence, assurance and remediation. It goes beyond board roles and governance theory by showing how governance requirements are translated into control processes, reporting and accountable action.

Participants can use the governance diagnostic, risk-control matrix, obligation register and reporting models to assess current arrangements. The final application plan identifies practical improvements that can be discussed with a manager, board secretary, compliance lead or audit committee.

Training runs from 08:30 to 16:30 each day, providing approximately 6.5 contact hours daily. The five days progress from governance foundations and board arrangements through controls, risk, assurance, conduct, reporting and improvement planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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