Agenda
The Following will be delivered during the running of the course.
*The agenda is for a guide only and is subject to change
- The exposure of directors to personal liability and criminal prosecution and from whom attacks may come.
- Some ideas about how Directors can protect themselves and their assets.
- Why minutes matter and how to make them.
- The duties, examples of what they mean in practice and ways of achieving a desired outcome at minimum risk.
- The delegates will discuss the implications of the history of fictitious directors in a fictitious company .
Tutor
Christine Oxenburgh -
Christine Oxenburgh is recognised as a heavyweight Dispute Resolution lawyer. She is the litigation lawyer who does not like her clients having to go to court. Her approach is to agree an objective with the client and then do what it takes, using every rule in the book, if need be, to get there within an agreed budget.
Christine has an international background with city of London firms in Hong Kong and national firms in the UK.
In her years in practice Christine has resolved more shareholder disputes and problems for directors than she cares to remember. In doing so she has analysed closely:
- a director’s duties common law or statutory obligations in the Companies Act 2006; and
- the exposure of a director to personal risk and liability.
She works closely with clients to bring about what they need for their businesses and for their personal protection.
In a wider context, Christine also sorts out problems that arise when a deal goes pear-shaped, commercial contract does not go according to plan or issues arise over real estate.
Benefits of learning with in>pd
In the 1980s and 1990s across the World, there were some spectacular corporate collapses. Maxwell. Mirror Group. Polly Peck. BCCI and most recently House of Fraser. The first Cadbury report came out in 1992. Since then, more and more emphasis has been placed not just on running a business profitably but also correctly.
The latest report focuses on the various elements that make a Board function to the benefit of a company and its shareholders. But, as a nation we are not there yet. We still have corporate disasters. Woolworths, BHS, Toys R Us, Capita and others pending. Yes, and the business you know around the corner. Why? There is a difference between an Executive role (Sales, Finance, Procurement) and understanding corporate governance. What is required is core training for directors, fewer corporate basket cases and business fatalities, which in turn will lead to a greater understanding.
This course will teach you:
- What your duties are;
- What they mean in practice;
- How to achieve an objective without putting a foot wrong;
- How to spot danger early;Ways to cover your back; What insolvency means for you personally and for the company;
- How to avoid the legal pitfalls associated with being a Company Director.
Accreditation
You can attend Becoming a Company Director on an accredited and non-accredited basis
Participants opting for the accredited route will complete this Module as part of the full Directors Development Programme. On completion of all five Modules, delegates can work towards achieving the PGCert in Strategic Leadership for Directors (60 credits).
You can find out more about accreditations on our Qualifications page.
