Asia School of Business

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Executive Education- Sustainability

Board’s Role in Value Creation
(Registration Closed)

Board’s Role in Value Creation
(Registration Closed)

Closed

Date

N/A

Time

RM 2,500

Program Fee

N/A

Format

Closed

Date

N/A

Time

RM2,500.00

Program Fee

N/A

Format

Boards of directors have two key roles – a performance role to help the company create value and achieve long-term success, and a conformance role to ensure that the company is transparent, accountable, and complies with ethical standards, rules and regulations.

The Malaysian Code on Corporate Governance sets out the key responsibilities of the board relating to the performance and conformance roles. Often, independent directors in particular focus predominantly on the conformance role, neglecting their performance role.

The performance and conformance roles are often linked – for example, in making major acquisitions to help the company grow, directors must ensure that there is proper due diligence, the interests of the company and all shareholders are protected, and disclosure and shareholder approval rules are complied with.

In this 1-day program, participants will discuss real-life case studies of companies covering topics relating primarily to the performance role of the board. Cases are specifically written or adapted for the program.

Participants should ideally have already completed a basic director training program. There will be minimal lecturing by the facilitator and the program will involve primarily discussion and debate among participants.

Participants will discuss cases and make decisions like an actual board of directors. The program will be conducted in-person only for participants to fully benefit from the discussions and interactions.

Cases will involve issues such as strategic changes; diversification; major disruption to the business; mergers and acquisitions; spin-offs; and integrating ESG considerations into strategies and the business. The cases will span a range of companies, including government-linked, family-controlled and widely-held companies.

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  • Review and approve strategic decisions and monitor implementation;
  • Assess major risks of disruption to the business and possible actions;
  • Evaluate, approve and monitor major corporate actions, including diversification, M&As; and spin-offs
  • Integrate ESG factors into strategic decisions and the business.

Directors of public listed companies who have completed a basic director training program and would like to be further equipped to carry out their roles and responsibilities more effectively.

Mak Yuen Teen

Faculty Profile

Professor Mak Yuen Teen teaches at the NUS Business School, National University of Singapore. Professor Mak has served on three of the four corporate governance committees set up by the Singapore authorities to develop and revise the code of corporate governance, including the first committee in 2000 and the most recent committee under the Monetary Authority of Singapore (MAS) which released the 2018 Singapore Code.

He currently serves on the Corporate Governance Advisory Committee under MAS aimed at continually raising corporate governance standards for listed companies in Singapore, and is a member of the Remuneration Sub-Committee. He has produced a guide for Nominating Committees with KPMG, and served on the advisory panel of the Singapore Institute of Directors which produced the Nominating Committee Guidebook.

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Board’s Role in Value Creation
(Registration Closed)

RM 2,500

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