Corporate Governance, Ethics and CSR Training Course

Participants can define effective board and committee mandates, membership requirements and oversight routines.

• Board mandates aligned with strategy, risk appetite and organisational purpose
• Director duties examined through care, loyalty, good faith and diligence
• Independence assessed using relationships, tenure, incentives and material interests
• Audit, risk, remuneration and nomination committee charters compared
• Terms of reference specify authority, quorum, reporting and escalation
• Board calendars connect recurring decisions, assurance reviews and strategic milestones

Participants can assess board effectiveness and improve the quality of board information and challenge.

• Board skills matrices identify experience gaps, succession needs and diversity requirements
• Chair responsibilities establish constructive challenge, inclusion and disciplined decision-making
• Board papers tested for materiality, clarity, options, risks and recommendations
• Pre-read protocols improve meeting preparation, debate and recorded decisions
• Annual board evaluations use interviews, surveys, observation and action tracking
• Management information dashboards distinguish leading indicators from lagging performance measures

Participants can apply ethical decision methods to difficult management and governance choices.

• Ethical decision model weighs duties, consequences, rights and stakeholder impacts
• Organisational culture diagnosed through artefacts, incentives, norms and leadership behaviour
• Tone from the top compared with conduct reinforced by middle management
• Moral intensity assessed through harm, proximity, probability and time pressure
• Ethical fading identified when commercial language obscures affected parties
• Decision logs document alternatives, dissent, rationale and agreed safeguards

Participants can design practical ethics controls for conduct expectations, conflicts and reporting concerns.

• Codes of conduct convert values into observable behavioural expectations
• Conflict-of-interest registers capture financial, personal and external business interests
• Recusal procedures protect decisions where interests could impair impartial judgement
• Gift and hospitality thresholds address influence, perception and approval requirements
• Whistleblowing channels provide confidentiality, non-retaliation and investigation escalation
• Case management protocols define triage, evidence preservation, findings and remediation

Participants can connect governance responsibilities with risk oversight, controls and assurance reporting.

• COSO principles connect governance culture, risk assessment and control activities
• Three Lines Model clarifies management, risk oversight and internal audit roles
• Risk appetite statements translate board tolerance into operational decision boundaries
• Control self-assessments test ownership, design effectiveness and evidence retention
• Assurance maps identify duplication, gaps and reliance across assurance providers
• Issue escalation criteria distinguish routine exceptions from board-level risk exposures

Participants can define CSR priorities that respond to stakeholder expectations and organisational impacts.

• CSR concepts distinguish philanthropy, responsible operations and strategic social investment
• Stakeholder mapping ranks influence, legitimacy, urgency and affected interests
• Materiality assessments prioritise economic, environmental and social issues
• Stakeholder engagement plans define audiences, methods, feedback and response commitments
• Community investment criteria assess need, fit, outcomes and governance safeguards
• Responsible procurement requirements address supplier conduct, labour and environmental performance

Participants can identify and manage governance risks arising from human rights, third parties and corruption.

• UN Guiding Principles structure human rights policy, due diligence and remedy
• Human rights impact assessments identify affected groups, severity and mitigation priorities
• Supplier due diligence screens ownership, sanctions, labour practices and adverse media
• ISO 37001 controls address bribery risks, intermediaries and approval processes
• Third-party risk tiers determine questionnaires, contract clauses and monitoring frequency
• Remediation plans assign corrective actions, grievance channels and verification evidence

Participants can establish credible CSR and ESG measures, governance and reporting controls.

• GRI Standards organise impact reporting through material topics and disclosures
• ESG metrics link commitments with baselines, targets, owners and deadlines
• Greenwashing risks reduced through evidence, definitions, controls and review
• Data governance assigns source owners, validation procedures and approval authority
• Sustainability reports reconcile narrative claims with operational performance evidence
• Board oversight reviews progress, exceptions, stakeholder feedback and corrective actions

Participants can prioritise governance, ethics and CSR improvements using a practical implementation plan.

• Governance diagnostics rate structures, behaviours, controls, reporting and assurance
• Gap analysis compares current practices against stated policies and standards
• Priority matrices rank actions by risk reduction, feasibility and stakeholder impact
• RACI matrices assign accountable owners, contributors, approvers and informed parties
• Implementation roadmaps sequence policy changes, training, controls and review points
• Personal action plans specify first actions, sponsors, measures and review dates