Directors & Company Secretarial training courses
Board duties, statutory registers and the company secretarial work that keeps a board lawful.
Delivered in-house at your premises, as public sessions in Johannesburg, Cape Town, Durban, Pretoria, Dubai and London, or live online. Courses run 2 Days, 3 Days, 5 Days, from R10,000 per delegate.
Corporate Governance Principles and the Board
This course gives directors and senior managers a firm grasp of the duties, structures, and behaviours that underpin sound corporate governance. Delegates examine board composition, committee mandates, director accountability, and the balance between oversight and management. The programme draws on recognised governance codes and real board dilemmas to sharpen judgement.
Board Induction and Director Development
New directors are usually handed a pack and left to work out the rest, then held to the same duties as everyone else from day one. This course covers bringing a director up to speed properly.
King IV and Sound Corporate Governance in South Africa
This course provides a focused grounding in the King IV Report on Corporate Governance and its application across companies, state entities, and non-profits. Delegates study the outcomes based apply and explain approach, the governance principles, and the practical work of the governing body and its committees. The programme suits organisations preparing governance disclosures and reports.
Company Secretarial Practice and Governance
The company secretary sits at the centre of corporate governance. This course covers statutory duties, board and committee administration, shareholder matters and the disclosure obligations that keep an organisation in good standing.
Board and Committee Secretariat Support
Administrators supporting boards and committees carry more responsibility than their job titles suggest. This course covers the cycle of papers, meetings, minutes and follow up that keeps a governance body functioning.
Governance for Non Profit and Public Bodies
Non profit and public boards carry public accountability with fewer resources than corporate boards. This course covers the duties, structures and reporting that these bodies must maintain, including stewardship of donor and public funds.
Financial Statements for Non Financial Directors
Directors carry legal responsibility for accounts many of them cannot read with confidence. This course gives board members enough financial literacy to ask useful questions and discharge their duties.
Board Reporting for Executives
Executives lose board confidence through reporting rather than performance. This course covers writing papers that support a decision, presenting under questioning and handling a board that has lost trust.
Minute Taking for Formal Committees
Formal minutes are a legal record, and the difference between a good and bad set is what can be proved a year later. This course covers capturing decisions accurately, writing with appropriate restraint and handling contested minutes.
Register and Statutory Record Keeping
Organisations are required to maintain registers whose absence is discovered during inspections and disputes. This course covers identifying which registers you must keep and maintaining them to standard.
Joint Venture and Shareholder Agreements
Ventures fail when the parties never agreed what happens if they disagree. This course covers the terms that govern shared ownership and the deadlock provisions everyone hopes never to use.
Managing Board and Committee Records
Board papers, minutes and resolutions are among the most sensitive and most scrutinised records an organisation holds. This course covers managing them to governance and legal standards.
Directors Duties and Personal Liability
Directors carry duties personally, and the protection of the company does not extend to them when those duties are breached. This course covers what a director is actually required to do and where personal exposure begins.
Annual General Meetings and Shareholder Resolutions
A resolution passed at a meeting that was not properly convened is worth nothing, and the defect is usually found long afterwards by somebody looking for it. This course covers getting the meeting right.
Subsidiary Governance and Group Structures
Groups accumulate dormant companies, forgotten directorships and boards that have not met in years, and every one of them still carries duties. This course covers governing a group properly.
Board Evaluation and Performance Review
Most board evaluations are a questionnaire that produces a reassuring score and changes nothing. This course covers running one that tells the board something it did not want to hear.
Related Party Transactions and Board Approval
Business with people connected to the board is not forbidden, it is conditional, and the conditions are where organisations come unstuck. This course covers identifying and approving these properly.
Governance of Family and Owner Managed Companies
In an owner managed company the shareholder, the director and the manager are often the same person, and governance fails quietly because nobody is in a position to challenge anyone. This course covers building it anyway.
Directors and Officers Insurance and Indemnities
Directors assume they are covered until a claim arrives and the exclusions are read for the first time. This course covers what the cover does, what it does not, and what the company can promise.
Board Minutes and Resolution Drafting
Minutes are the evidence that a decision was taken properly, and they are usually written from memory days later by somebody who was also participating. This course covers drafting that stands up.
Shareholder Disputes and Minority Rights
A minority shareholder with no board seat has fewer options than they expect and more than the majority assumes. This course covers the rights, the remedies and how disputes are actually resolved.
Audit Risk and Remuneration Committees
The committees do the work the full board cannot, and a committee that reports without challenging is simply a delay. This course covers running the three that matter and reporting from them properly.
Company Formation and Incorporation
The choices made when a company is registered decide who controls it, who is liable and how hard it will be to bring in money later, and most are made in an afternoon. This course covers making them deliberately.
Share Capital Allotments and Transfers
Shares get issued and moved on the strength of a verbal agreement, and the register only catches up when somebody needs to prove who owns what. This course covers doing it properly on paper.
Board Delegation and Terms of Reference
A board that has not written down what it delegated is still accountable for all of it, and management is left guessing where its authority stops. This course covers drawing that line explicitly.
Trustee Duties for Pension and Benefit Funds
Fund trustees hold other people's retirement savings and are held to a standard higher than ordinary directors, usually while doing the role part time. This course covers discharging it properly.
Integrated Annual Reporting
An annual report that only reports the numbers leaves the board explaining strategy, risk and value creation in a document nobody connects to the accounts. This course covers producing one that hangs together.
The Company Secretary as Governance Adviser
The company secretary is the only person in the room whose job is to advise the board on how it should behave, often to people who appointed them. This course covers exercising that role with authority.
Register of Interests and Declarations
A register of interests that is filled in once at appointment and never updated is worse than none, because it looks like assurance and is not. This course covers running one that means something.
Proxy Voting and Shareholder Representation
A meeting can be lost on proxies that were rejected for a technicality, or carried by proxies that should never have been accepted. This course covers handling them correctly on both sides.
Beneficial Ownership Registers and Disclosure
Many companies now have to work out who ultimately owns and controls them, record it, and keep that record current. This course covers tracing the chain of ownership, building the register and filing what is required.
Dividends, Distributions and Solvency Testing
A payment to shareholders is lawful only if the company can still pay its debts afterwards, and the directors who approved it carry the consequences if it could not. This course covers the test, the paperwork and the liability.
Company Conversions, Name Changes and Deregistration
Changing a company name, form or status looks like routine paperwork, and when it goes wrong the consequences land on contracts, bank accounts and licences. This course covers each step and what has to follow it.
Conflicts of Interest Registers for Boards
A declared interest that is recorded badly is as dangerous as one never declared, because the record is what a regulator or a court will read. This course covers collecting declarations, keeping the register and managing the interest once it is known.
Statutory Returns and Filing Calendars
Most statutory penalties are not for doing something wrong, they are for filing late. This course covers building a calendar of what each entity owes, to whom and by when, and running it so nothing slips.