Compliance in the boardroom - Who is responsible for what?

LIVE Webinar

Compliance in the boardroom - Who is responsible for what?

Compliance is the B side of the Risk LP, something not as shiny and bright or even as interesting as the A side and its top of the pops rating. Is it the board’s responsibility or management’s? Where is the line drawn and how does a board decide? What obligations does a board have to ask questions about the nuts and bolts that make the organisation’s wheels turn?

Join this session as we discuss what compliance is and means and why directors should take an interest.

Increasingly boards are in the frame when things go perilously wrong and people die. Industrial manslaughter legislation exists in several jurisdictions putting the onus on directors to know how their compliance 'T's were crossed and 'I's dotted. What they knew when and what they did with the information when they had it. Could or should they have done more?

Compliance requirements pervade all levels of an organisation and includes the maintenance of board policies, asking management for more information when required, and understanding the scope and extent of delegations.

This session won’t necessarily be able to answer all your questions but it will be a start to how you might think differently about compliance being someone else’s responsibility.

The Boardroom School

Margot Foster AM OLY

Margot Foster AM OLY has experience on a wide range of boards, principally not for profit, bringing her knowledge and insights to governance education with a highly practical focus. She is a board governance specialist through her consultancy Boardroom Excellence featuring her signature program The Boardroom School.

Margot is Vice President Motorsport Australia, Chair of Sports Environment Alliance, chair of two nomination committees and chairs committees for both World Athletics and World Sailing. She is a mediator and a happy ex lawyer. At the Olympic Games 1984 and Commonwealth Games 1986 Margot won bronze and gold medals, respectively, in rowing. In 2015 she was became a Member of the Order of Australia for significant service to sports governance, women’s sport and as an elite athlete.

Managing Director - Conscious Governance

Steven Bowman FAICD

Steven is a seasoned Board adviser, with a great depth of experience and skill facilitating Board reviews and strategic planning process. He has held numerous senior executive, CEO and Board positions with some of the USA and Australia’s most prestigious organizations, as well as authoring and co-authoring over 14 books on governance, strategy, risk and executive leadership.

Acknowledged as a pioneer in the field of strategic awareness, Steven has built a reputation around the world as an adviser who empowers his clients by offering multiple perspectives on any given challenge.

CEO - Directors Dilemma

Julie Garland McLellan

Julie Garland McLellan is a confidential expert advisor to boards and directors, with a focus on improving practical governance and boardroom effectiveness. She has been CEO at The Director's Dilemma since February 2004. Julie has qualifications from the Australian Institute of Company Directors, I E Business School, and The Wharton Business School, and has served on over 23 boards. Her skills include business strategy, decision-making, and board service.

“Compliance” is a ho-hum sort of word that brings to mind a tick the box, yes the task will be done, administrative function performed by management. But it is essential that directors be aware of what non-compliance might mean for them.

In this session we will

Consider what compliance means
Who is responsible for compliance
The roles of board and management
Policies as compliance documents
What happens when compliance obligations aren’t met

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Paula M

Secretary, Small-Business (50 or fewer emp.)

"Thank you for providing insight into better board governance, I have picked up valuable information from these short and sharp webinars."

Mary A

Company Secretary, SME (51-100 emp.)

"This webinar provided an excellent opportunity to think through what is currently provided to my Boards and opportunities where improvement could be achieved."

Virginia P

Board Secretary, Mid-Market (51-1000 emp.)

"These 45 min sessions are fast becoming my staple brief sessions for topical skills update. Keep them going please."

Andrea M

Human Resource & Compliance, Small-Business (50 or fewer emp.)

"Thank you, this was a helpful session and very timely - our board has just this year planned specific strategic discussion topics into our board calendar, to help us be more strategic."

Peter L

Chairman, Mid-Market (51-1000 emp.)

"Thank you for providing a forum for knowledge sharing, being a CEO is often isolating. This opens the conversation up for sharing experience and positive, solutions based outcomes"

Lester M

Chairman, Mid-Market (101-500 emp.)