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      • Contents
      • Foreword
      • Overview
        • Overview
        • 0.1 The Four Pillars of Governance Best Practice
        • 0.2 What is corporate governance?
        • 0.3 Corporate governance landscape in New Zealand
        • 0.4 Directors in New Zealand
        • 0.5 Forecasting the future board
      • The first pillar - Determining purpose
        • The first pillar - Determining purpose
        • 1.1 Purpose
        • 1.2 Strategy
        • 1.3 Sustainability and climate action
        • 1.4 Mergers and acquisitions
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        • 1.11 Co-operatives
      • The second pillar - An effective governance culture
        • The second pillar - An effective governance culture
        • 2.1 Board culture
        • 2.2 Ethics and organisational culture
        • 2.3 Board architecture – a charter for the board
        • 2.4 Board composition and succession planning
        • 2.5 Key competencies for non-executive directors
        • 2.6 Due diligence
        • 2.7 Induction
        • 2.8 Director development
        • 2.9 Board and director evaluation
        • 2.10 Exiting the board
        • 2.11 Planning the board's workload
        • 2.12 Role of the chair
        • 2.13 Conflict on the board
        • 2.14 Crises and the board
        • 2.15 Effective board meetings
        • 2.16 Human capital
      • The third pillar - Holding to account
        • The third pillar - Holding to account
        • 3.1 Management accountability
        • 3.2 Appointing and managing the CEO
        • 3.3 Incentive schemes for management
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        • 3.10 Board papers
        • 3.11 Employees holding external directorships
      • The fourth pillar - Effective compliance
        • The fourth pillar - Effective compliance
        • 4.1 Compliance
        • 4.2 Directors' duties
        • 4.3 The solvency test
        • 4.4 Director shareholdings and insider trading
        • 4.5 Conflicts of interest
        • 4.6 External reporting
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        • 4.17 Subsidiary company boards
      • Appendices
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        • A1 IoD Code of Practice for Directors
        • A2 Sample board charter
        • A3 IoD Chartered Membership pathway
        • A4 Resources
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        • A6 Glossary
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8

CPD

1 day   •   Face to face learning

Finance Essentials

Learn how to understand the financial information presented to your board in order to perform your duties as a director.
  • Financial reporting
  • Reporting frameworks
  • Risk oversight

8

CPD

1 day   •   Face to face learning

Governance Essentials

Gain a confident grasp of board relationships, robust processes, good decision-making, and the main elements of board operations.
  • Board management relationship
  • Purpose

8

CPD

1 day   •   Face to face learning

Strategy Essentials

Develop your strategic substance, at board level, so that you can contribute meaningfully to your organisation's growth.
  • Long-termism
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