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.
- Defining Objectives of State Ownership
- Determining the Oversight Role of the Board of SOE’s
- Understanding SOE Governance Council
- Applying the Practices in King IV Code to SOE’s
- Highlighting Major Challenges when Appointing a Board for SOE’s
- Managing Underperforming Boards
- Implementing Effective Rewards and Remuneration of a Board and Executive Team
- Applying Corporate Governance Principles when Managing State Owned Enterprises
- Creating a Monitoring and Evaluation Framework for a SOE
Establishing Internal Auditing Model of a SOE
- Board of Directors
- CEO’s and Managing Directors
- Boards of Administration
- Cabinet Secretary
- Company Secretaries
- Permanent Secretaries
- Executive Level Managers
- • Chief Accountants and Accountants
• Corporate Governance Consultants
• Legal Advisors
• Internal Audit
NQF Level 6, 5 Credits towards a Diploma in Management.
A Competency certificate can be earned, subject to successful completion of the POE/ Assessment in the specified period stipulated at the event. If a participant chooses not to complete the assessment, he/she will receive a certificate of attendance only.
This workshop is aligned to the following:
SAQA Unit Standard Number 96728.
Our Accreditation Partner
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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.