What is value and how is it created? What performance indicators should be used to measure and manage value creation? What is the responsibility of directors in this regard?
This practical 1-day course has been designed to alert directors to the common pitfalls of poorly stated performance indicators and how to overcome them.
Such pitfalls may include short-termism, an over emphasis on financial indicators at the expense of non-financial indicators and an absence of sustainability indicators.
Real-life examples will be given and delegates will have the opportunity to put the theory to practice through worked examples. An extensive reading list will be provided.
The targeted delegates for this course are Remuneration Committee members, who have the responsibility for recommending appropriate performance indicators and executive pay, and the whole Board which has the
responsibility for approving them and reporting to shareholders.
King Code of Governance principles (King III)
- Principle 2.1(3): The board’s paramount responsibility is the positive performance of the company in
- Principle 2.25(147): Companies should adopt remuneration policies and practices for executives that
create value for the company over the long term.
Key focus areas
On completion of this course delegates will know how to:
Design value creating performance indicators which are applicable to their company’s specific circumstances
Apply the principles of the balanced scorecard
Incorporate relevant sustainability indicators in the balanced scorecard
Link executive incentives to the achievement of performance indicators
One full day: 09h00 - 16h00
||R 3 487
||R 4 185
||R 5 231
Includes: VAT, refreshments, lunch, course material
*For more than 8+ delegates