Key details
Mode of delivery: Classroom-based
Course code: CG18A
Duration: 8 days
Fee: £6,975.00 + VAT
CPD Hours: 50
Course Overview
This course provides a deep dive into the evolving role of corporate governance as a driver of long-term, sustainable value. It explores the shift from traditional agency theory to stakeholder capitalism, highlighting how global standards and ethical leadership are reshaping board responsibilities. Participants will examine how boards align strategy with purpose, ESG, and culture, while managing systemic risks and redefining fiduciary duty in a broader stakeholder context. The course also covers board structures, diversity, and committee effectiveness, offering practical insights into how governance models influence decision-making. The final sessions of week 1 focus on stakeholder engagement — equipping participants with tools to integrate worker voice, map stakeholder dynamics, and develop impactful communication strategies that build alignment and trust.
This course also covers the board’s role in sustainability and climate governance, including ESG expectations, climate risk frameworks, and leadership indicators. It explores investor pressures, activism, and governance differences across enterprise types. Additionally, it examines accountability in AI, data privacy, cyber resilience, and the impact of digital regulations, emphasising strong internal controls and regulatory culture in technology-driven environments.
Agenda
Day — 1 Governance Principles and Frameworks
- Evolution of governance: From agency theory to stakeholder capitalism
- Global codes and standards (UK, OECD, emerging markets)
- Corporate purpose, long-term value, and ethical leadership
Day — 2 Board Roles and Responsibilities
- Strategic alignment: board oversight of purpose, ESG, and culture
- Rethinking fiduciary duty in a stakeholder economy
- Risk governance: navigating uncertainty and systemic risk
Day — 3 Board Structure and Diversity
- Unitary vs dual board models and hybrid practices
- Functional, demographic, and cognitive diversity
- Board committees: structure, roles, and modern expectations
Day — 4 Stakeholder Engagement and Application
- Employee representation and worker voice on boards
- Stakeholder mapping and dynamic engagement frameworks
- Developing effective stakeholder communication strategies
Day — 5 Weekly Review
- Summary and recap of key learning objectives
- Action Planning
Day — 6 Sustainability and Climate Governance
- ESG expectations and board responsibility for sustainability
- Climate risk governance and global disclosure frameworks (e.g., CSRD, TCFD)
- Defining the sustainable company: indicators and leadership
Day — 7 Investor Pressures and Activism
- Institutional investors and ESG mandates
- Managing shareholder activism and reputational risk
- Governance in public vs private and state-owned enterprises
Day — 8 Tech, AI, and Regulatory Oversight
- Board accountability in AI, data privacy, and cyber resilience
- Digital regulation: EU AI Act, NIST frameworks, and beyond
- Regulatory culture and internal controls in complex systems
Course Review
- Summary and recap of key learning objectives
- Action Planning
Post-Course
- Five (5) x hour-long Executive Coaching sessions at monthly intervals following Course Completion
Target Audience
This course is suitable for:
- New and aspiring Non-Executive Directors.
- Board Members seeking to refresh their understanding of governance foundations.
- Company Secretaries, CEOs, Senior Managers, and Governance Professionals.
- Leaders in private companies, public institutions, state-owned enterprises, and NGOs.
- Legal, Regulatory, and Compliance Professionals seeking grounding in governance fundamentals.
Learning Outcomes
By the end of this course, you will be able to implement a successful strategy that enables you to:
- Understand the evolution of corporate governance theories—from agency theory to stakeholder capitalism—and their implications for board responsibility and accountability.
- Interpret and compare global governance codes and standards (e.g., UK Code, OECD Principles), including adaptations in emerging market contexts.
- Explore how corporate purpose, long-term value creation, and ethical leadership intersect to shape strategic governance.
- Analyse how boards align purpose, ESG, and organisational culture through strategic oversight and accountability mechanisms.
- Rethink traditional interpretations of fiduciary duty in light of broader stakeholder expectations and sustainable capitalism.
- Evaluate how boards govern risk in complex environments, with a focus on anticipating and responding to systemic uncertainty.
- Compare unitary and dual board structures, including hybrid practices, and assess their impact on governance dynamics and accountability.
- Assess how functional, demographic, and cognitive diversity enhance board performance, decision-making quality, and resilience.
- Understand the evolving structure and function of board committees, and how they meet modern expectations for oversight and specialization.
- Examine the rationale, models, and impact of employee representation and worker voice in board-level governance.
- Apply stakeholder mapping tools and dynamic engagement frameworks to manage influence, expectations, and alignment.
- Develop communication strategies that are tailored, transparent, and trust-building to support effective stakeholder engagement.
- Understand the role of the board in overseeing ESG integration and develop strategies for embedding sustainability into corporate governance.
- Identify key climate risk management practices and comprehend the requirements of major global disclosure frameworks.
- Assess sustainability indicators and demonstrate leadership qualities essential for fostering a sustainable organisational culture.
- Recognise the influence of institutional investors and how ESG mandates shape corporate strategies.
- Anticipate, manage, and respond to shareholder activism while protecting organisational reputation.
- Compare governance structures across different enterprise types and analyse their unique challenges and opportunities.
- Ensure ethical AI use, protect data privacy, and maintain cyber resilience in accordance with board responsibilities.
- Identify key regulatory frameworks affecting digital and AI technologies and evaluate their implications for governance.
- Foster a strong regulatory culture and implement effective internal controls within complex technological systems.
Course dates
Jun 1, 2026 - Jun 10, 2026
Sep 28, 2026 - Oct 7, 2026
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