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Deloitte Africa's Governance Academy Session Breakdown

The Deloitte Africa's Governance Academy will run sessions every two months with upcoming Directors. These session topics will be retained as standing agenda items and academy sessions will be concluded by mentoring sessions where participants can reflect on technical topics and discuss the relevance of such topics to them and their future Directorships.

Click tabs below to find out more about each session:

Legal consideration for joining a Board

Candidates for directorships on Company Boards have much to consider. Potential exposure to legal liability, public criticism, and reputational harm, a complex tangle of applicable regulations and requirements, and a very significant time commitment are facts of life for Company Directors in the modern era. The extent to which individuals can effectively manage the risks of directorship often depends on company-specific factors and can be increased through diligence and thoughtful preparation on the part of the Director.

The question of corporate governance as it pertains to Directors is a wide-ranging topic. Recent international and local jurisprudence underline the demanding standard of conduct that is expected of Company Directors, all of which Directors in all jurisdictions across Africa would do well to take notice of.

In this session, participants will be taken through the legal considerations for joining a Board. This will include unpacking the Role of a Non-Executive Director to the fiduciary duties of a Director. The key facets of the King IV Code on Corporate Governance will also be unpacked in this session.

In addition, participants will be taken through:

  • Board Dynamics
  • The role of the Board vs the role of Management
  • A deep-dive into the core Board committees – as well as considerations for the mandate and composition of such committees
  • The manner in which Boards are required to oversee risk, ICT as well as remuneration.
  • The manner in which Boards must assess their effectiveness and performance from time to time.

A focus on Ethics

King IV does well to emphasise that the governing Board (or Board) of any organisation should not only lead effectively but also ethically. The importance of ethical decision-making and oversight cannot be overstated.

In this session, participants will unpack “ethical” Leadership and the role of Ethics in Board deliberations and oversight.

Integrally linked to a discussion pertaining to Ethics is a topic that is currently gaining more traction in the Board room – Sustainability. This is becoming increasingly integral to core business in all industries – in organisations big and small. Businesses are expected drive sustainability and measure their efforts through ESG – and the Board is required to oversee such management activities. Participants will be taken through the evolving role of the Board as it relates to ESG, and key questions and considerations that must be top-of-mind for a Board member in the context of today.

Finding the right fit:Insights into Board recruitment

The burden is generally on future Board members to find ways to register on the radar of those scouting for members. In the service of doing just that, it is crucial that aspiring Board members pay close attention to a tool that, if kept sharp, can help them cut a path to securing a seat at the boardroom table: the Board-Ready CV. In this session,  we will explore steps Board candidates can take to create an effective Board-Ready CV, from prioritising pertinent information, to framing a persuasive story, to defining the unique value proposition that each prospective Board member possesses.

In this session, we will provide valuable Director and recruiter insights and strategies that will be shared by our partners who are tasked with recruitment of Board members. We will also assist in the development of a fit for purpose Board-Ready CV.

Leadership dynamics and the role of the Board in strategic oversight

One of the key considerations in transitioning from an Executive role to that of a Board is the transition to an “oversight” role. This session unpacks exactly what this means and how you can adapt to this role.

In this session participants will be taken through

  • The characteristics of a high performing Board
  • Engaging effectively as a Board member
  • The role of the Board as a strategic differentiator
  • Integrated thinking and reporting
  • Shareholder engagement: Opportunities to strengthen relationships