Board Leadership and Corporate Governance for State Owned Enterprises
The Government, as a major shareholder in SOEs, faces a wide range of risks associated with the operations of SOEs, including financial, reputation, political and operational risks. It is the responsibility of each Executive Authority (in whom the primary responsibility for appropriate SOE oversight and accountability to Parliament rests) to ensure that these risks are identified, reduced and managed. In this regard, a key requirement of SOEs is to report and account for their performance to the relevant Executive Authority in respect of financial and non-financial matters, at the same time, however, maintaining independence in the conduct of their duties and free from day to day involvement by the Executive Authority. In order to ensure that there are no actual or perceived conflicts of interest and that SOEs achieve the Government’s broad policy objectives and ensuring that the SOE’s boards operate efficiently and effectively, the Government would like to spell out its intentions and envisaged relationship with SOEs in this Protocol, Shareholder Compacts and Policy Framework for SOE released by the relevant Executive Authorities from time to time.
The board of the SOE has absolute responsibility for the performance of the SOE and is fully accountable to the shareholder for such performance. As a result, the board should give strategic direction to the SOE, and in concurrence with the Executive Authority appoint the chief executive officer and ensure that an effective succession plan for all directors and key executives is in place and adhered to. Practical examples based on Corporate Governance Principle when Managing SOE’s will be used to highlight the operationalization of the theory into practice.
- Understanding the full meaning of leadership and see the leadership potential in yourself and others
- Identifying major personality dimensions and understand how personality influence leadership and relationships within the organisation
- Recognising how mental models guide your behavior and relationships
- Applying the difference between intrinsic and extrinsic rewards in leadership
- Acting as a communication champion rather than just as an information processor
- Turning a group of individuals into a collaborative team that achieves high performance through shared mission and collective responsibility
- Using power and politics to help accomplish important organisational goals
- Explaining the relationship among vision, mission, strategy and implementation mechanisms
- Understand why shaping culture is a critical function of leadership
- Understanding planning as a managerial activity and the planning process
- Improve service delivery through the application of project management concepts and methodologies
Who Should Attend?
- Women in positions in organizations that are required to demonstrate and high level of leadership capabilities
- Members of Parliament and Speakers
- Director Generals and Deputy Director Generals
- Directors and Deputy Directors
- Chief Executive Officers
- Executive Mayors
- Municipal Managers
After successful completion of the course and assignment the participants will receive a certificate of competence issued and accredited by STADIO, which carries 5 credits towards the Diploma in Management (NQF level 6). This 5-day short course on Board Leadership and Corporate Governance for State Owned Enterprises falls under the full qualification Diploma in Management.
This workshop is aligned to the following unit standard(s)
- Apply Visionary Leadership to Develop Strategy – SAQA US 120311
Our Accreditation Partner
In terms of the Higher Education Act, all courses and programmes offered by Business Schools resort under the Council on Higher Education’s Quality Committee (CHE QC) for assessment and quality-assurance purposes. All courses offered by STADIO are registered through the prescribed higher education processes and are subject to internal quality assurance processes as far as moderation, assessment and accreditation are concerned. When short courses are aligned to modules of formal academic programmes of STADIO, or SAQA Registered Unit standards, they are credit-bearing short courses. This status is also described in the Criterion Guideline document for Short Courses” from SAQA
Japie BenadeBA, BA Hons, Masters in Administration, Diploma in Financial Planning
Johan was with Spoornet for over 17 years, where he occupied various management positions up to the level of an Executive Manager HR, overseeing Recruitment and Selection, Labour Relations, Professional Services, EAP and HR Operations in the Line Departments. He built on his experience at Spoornet and is currently in the skills development area, where he lecturers at several educational and training institutions in South Africa. His focus areas are: Taxation, Financial Planning, Economics, Financial Management, Accounting (Both in the Public Service and Private Sector), Cost Management, Business Ethics, Corporate Strategy and Strategic Management. As a Lecturer he has presented a number of training programs at Regional and Local Government. Which include Public Financial Management and Budgeting, Finance and Reporting, Asset Management, Policy Development and Analysis, Advanced SCM and Procurement in the Public Sector, Performance and Risk based Auditing amongst others.