University of Salford, Manchester

IoD Role of the Director and the Board (Certificate Programme)

Available dates

Jan 15—16, 2020
2 days
Salford, United Kingdom
GBP 1885 ≈USD 2554
GBP 942 per day
Mar 18—19, 2020
2 days
Salford, United Kingdom
GBP 1885 ≈USD 2554
GBP 942 per day
Jun 8—9, 2020
2 days
Salford, United Kingdom
GBP 1885 ≈USD 2554
GBP 942 per day


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About the course

The IoD course – Role of the Director and the Board (Certificate Programme) – is a six-section training programme that offers an essential introduction to directors’ duties. During the two-day course, you’ll focus on the legal responsibilities and key duties of directors, corporate governance and the board as a whole.

You’ll also assess the important differences between management, ownership and direction, and receive advice and guidance about how to improve board effectiveness within your business.

Run by the Institute of Directors North West, this is a vital training programme for anyone with career aspirations of directorship or board-level development needs in an SME. Book your spot on the Role of the Director and the Board today.


This essential directors’ responsibilities course covers the following topics:

  • Corporate Governance
  • The Company’s Legal and Regulatory Environment
  • The Director’s Role
  • Board structure, Operations and Practice
  • Strategic Risk Evaluation and Management
  • Stakeholder management

This IoD training day is one of four modules, which together make up the Certificate in Company Direction. The Institute of Directors’ professional development and training opportunities allow business leaders to access extensive knowledge straight from the experts themselves.

By attending one of these courses, you’ll benefit from the exploration of concepts and theories that can be applied directly to your own unique business.


Section 1 – Corporate governance

Aim: This section reflects on the purpose and evolution of corporate governance globally.

Learning outcomes (By the end of this section, delegates should be able to):

  • 1.Explain the purpose and value of corporate governance to the organisation
  • 2.Describe the different models and structures that are adopted including the difference between mandatory rules and codes
  • 3.Analyse the key common tenets of corporate governance and the link between corporate governance and the board
  • 4.Explain the business case for corporate governance

Core sections

  • 1.1 What is corporate governance?
  • 1.2 International corporate governance
  • 1.3 Corporate governance codes
  • 1.4 Principles- versus rules-based regimes
  • 1.5 Principal tenets of corporate governance
  • 1.6 The board’s relationship with key governance stakeholders
  • 1.7 Why is corporate governance so important?
  • 1.8 What does it mean for me?

Section 2 – Legal and regulatory basis of organisations

Aim: This section discusses the differences between typical business forms and identifies arrangements and frameworks that have implications on the governance of organisations.

Learning outcomes (By the end of this section, delegates should be able to):

  • 5.Identify and classify the different business forms and not-for-profit organisations
  • 6.Explain the concept of limited liability and the main constituent participants in companies
  • 7.Explain the principles of the main internal governance frameworks that apply to limited liability companies
  • 8.Distinguish between the relevance of different codes, regulations, laws and internal frameworks to their organisation

Core sections

  • 2.1 Different legal forms
  • 2.2 Features of a company
  • 2.3 Regulatory and legal framework
  • 2.4 What does it mean for me?

Section 3 – Directors’ roles, responsibilities and liabilities

Aim: This section contemplates the individual director’s role and differentiates between different personalities of the board and types of directors.

Learning outcomes (By the end of this section, delegates should be able to):

  • 9.Identify different types of directors and explain their role on the board and responsibilities to the organisation and its stakeholders
  • 10.Explain how organisations can put in place systems to enable directors to more effectively understand and discharge their duties
  • 11.Describe who is responsible as a director
  • 12.Analyse the role of individual directors in balancing competing commercial and personal needs
  • 13.Explain the potential consequences of getting it wrong

Core sections

  • 3.1 Who is and can be a director?
  • 3.2 Attributes and competencies of ideal directors
  • 3.3 What is the board/director’s role?
  • 3.4 Breach of duty
  • 3.5 Discharging directors’ duties
  • 3.6 What does it mean for me? RCD, Role of the Director and the Board,

Section 4 – The effective board

Aim: This section considers the responsibility of the board for the leadership of the organisation and looks at factors that help create more effective board dynamics and meetings, including different board models and the functions of committees

Learning outcomes (By the end of this section, delegates should be able to):

  • 14.Explain the role of the board for strategic leadership, oversight of governance and accountability activities
  • 15.Analyse the elements that generate more balanced decision-making
  • 16.Describe the processes and systems at different levels of the organisation to enable entrepreneurial leadership with appropriate controls
  • 17.Compare the roles of different individual participants and structural components of the organisation

Core sections

  • 4.1 Roles and tasks of the board
  • 4.2 Board decision-making
  • 4.3 Board evaluation
  • 4.4 Future planning
  • 4.5 Board committees
  • 4.6 What does it mean for me?

Section 5 – Risk governance

Aim: This section considers the board’s role in managing risk, and looks at tools and processes that should be utilised to enable boards to successfully identify, assess and mitigate risk within the organisation.

Learning outcomes (By the end of this section, delegates should be able to):

  • 18.Explain the importance of the board in setting the organisation’s risk appetite and risk tolerance
  • 19.Identify methods and processes for risk evaluation, identification, assessment and mitigation
  • 20.Discuss the board’s role in oversight of internal control systems and procedures
  • 21.Outline the requirements for audit and risk committees

Core sections

  • 5.1 Principles of risk management
  • 5.2 Risk management models
  • 5.3 The role of the board in risk management
  • 5.4 Setting risk appetite
  • 5.5 Board oversight – risk assessment and management
  • 5.6 Establishing a risk-aware culture
  • 5.7 Role of the board committees
  • 5.8 Relationship between internal control, internal audit and risk management
  • 5.9 Crisis management
  • 5.10 What does it mean for me?

Section 6 – Ethics and corporate culture

Aim: This section considers the broader issues for directors in relation to governance, environmental, ethical and social responsibilities as well as the relationship with stakeholders, which all impact upon the long-term sustainable success of the organisation.

Learning outcomes (By the end of this section, delegates should be able to):

  • 22.Explain the concept of stakeholders and analyse the benefits to the organisation of evaluating and managing the relationship with stakeholders
  • 23.Describe the relevance of business ethics and corporate values
  • 24.Evaluate the importance of environmental, social, governance and other non-financial measures in relation to legal requirements and issues of long-term sustainability
  • 25.Consider the board’s responsibilities in relation to wider legal, ethical and environmental issues

Core sections

  • 6.1 The importance of ethics and values
  • 6.2 Stakeholders
  • 6.3 Environmental, social and governance criteria
  • 6.4 The wider responsibilities of the board
  • 6.5 What does it mean for me?

Learning outcomes

On completion of the Institute of Directors’ module delegates will:

  • Understand the important role that corporate values play in the development of a successful and responsible business
  • Understand corporate governance and how it shapes the responsibilities, accountabilities and activities of the board
  • Understand the legal status of a company, the different forms this may take and the legal and regulatory environment it must operate in
  • Understand the role a director plays and the responsibilities and accountabilities associated with the role
  • Understand the role of the board and how it should operate to be effective
  • Understand the board’s accountabilities and responsibilities to a number of stakeholders and that these relationships need to be managed and considered in board decision-making

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