Board Leadership and Corporate Governance King IV
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
- Determining the oversight role of the board
- Understanding the governance council
- Applying the practices of King IV code
- Highlighting major challenges when approaching a board
- Managing underperforming boards
- Implementing effective rewards and remuneration of a board and executive team
- Applying corporate governance principles
- Creating a monitoring and evaluation framework
- Establishing internal auditing model of SOE
Who Should Attend?
- Board of Directors
- CEO’s and Managing Directors
- Board of Administration
- Cabinet Secretary
- Company Secretaries
- Permanent Secretaries
- Executive Level Secretaries
- Chief Accountants and Accountants
After successful completion of this 5-day course including the assessment and POE, you may earn credits towards the formal qualifications presented by STADIO, NQF Level 5 or NQF Level 6.
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.
Prof Henry Mynhardt B Com Hon, M Com Business Economics and Economics, PhD degree in Risk ManagementProf Henry MynhardtB Com Hon, M Com Business Economics and Economics, PhD degree in Risk Management