Board Leadership and Governance through COVID-19
Without a doubt, the Covid-19 pandemic is affecting organisations. So, in these unsettling times, what should board members be focusing on and how should organisational leadership respond to the crisis as it unfolds, and prepare for the “New normal”?
Not many boards of directors’ public or private sector had a playbook for managing the magnitude of the CIVID 19 crisis, even fewer have a clear perspective on when and how their organisation’s will emerge from the situation the coronavirus pandemic has forced them to enter.
Board members, CEOs and leaders of businesses have a crucial role to play in helping the world get through the COVID 19 crisis, and the decisions they are taking today.
The board acts as the ultimate stewardship body of the organisation both guiding and supporting management in decisions around the fight for survival but also ensuring the organisation positions itself to emerge from the crisis stronger and more resilient. What is essential is board discipline, a cool head, detachment and good judgment under their guidance and leadership.
For boards of directors, a good response is likely to be rooted in a deep understanding of the role of the board— knowing when to step in and when not to, and how and when to engage in external activity—such as communicating with stakeholders, regulators, and others.
- 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
- 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 the course and assignment the participants will receive a certificate of competence issued and accredited by Southern Business School, 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.
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 Southern Business School 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 Southern Business School, 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.
Ronald BotesMBA, (CFO) SA