Executive & Board Governance Training

Why Executive & Board Governance Training — and when it matters

When a company grows, receives capital, appoints new executive leaders, expands into new markets, or prepares for strategic transactions, governance is no longer only a compliance requirement. It becomes a core leadership capability.

Executive teams and board members need to understand more than business performance. They must also understand legal responsibilities, oversight roles, financial discipline, risk governance, internal control, and long-term value creation. In practice, many leaders are appointed to executive roles or board-facing responsibilities without being fully prepared for the governance obligations that come with those positions.

This gap becomes more visible when a company works with investors, banks, strategic partners, foreign shareholders, or M&A counterparties. At that stage, weak governance is no longer only an internal issue. It directly affects trust, decision quality, risk management, business valuation, and the company’s ability to move forward.

Common challenges include:

• Unclear distinction between the role of the Board of Directors and the role of the executive team
• Newly appointed CEOs, general directors, or senior executives lacking practical board-level governance exposure
• Board members and senior leaders not fully understanding their legal duties, duties of loyalty, duties of care, and accountability responsibilities
• Financial reports are reviewed but not translated into governance questions, risk warnings, and board-level decisions
• Risk management, internal control, and compliance are often treated as operational matters rather than board-level oversight responsibilities
• Board meetings are too reporting-oriented and lack constructive challenge, strategic oversight, and long-term value discussions

When these issues are not addressed early, the company may make decisions without sufficient oversight, expose leaders and board members to avoidable risks, and reduce its credibility in the eyes of investors, banks, shareholders, or strategic partners.

Executive & Board Governance Training is most relevant when leadership teams need to strengthen practical governance capability to lead, oversee, challenge, and make decisions at a higher level.

What Clients Receive

The program is designed to provide practical governance clarity, not only legal or theoretical concepts. Each program is adapted to the company’s leadership context, governance structure, industry, and current business priorities.

• Pre-training discussion to understand the company’s governance context, participant profile, leadership structure, and specific training objectives
• Customized training program based on the company’s needs, such as new CEO onboarding, board development, financial oversight, risk governance, or investor readiness
• Executive training sessions on board member responsibilities, governance structure, financial oversight, risk governance, internal control, board dynamics, and strategic oversight
• Vietnam-related case discussions to help participants apply governance concepts to real business situations
• Board simulation or practical exercise where appropriate, helping participants practice questioning, constructive challenge, decision-making, and documentation of board-level decisions
• Post-training summary covering key takeaways, governance improvement areas, and possible next steps
• Optional follow-on advisory support in governance improvement, corporate restructuring, financial oversight, board reporting, or M&A readiness

Program Structure

The standard program is built around three practical learning blocks. Each block can be delivered as a full-day session or adapted into a shorter format depending on client requirements.

Day 1 — Roles, Responsibilities, and Governance Framework

This module helps participants understand the role of board members, legal responsibilities of board members in Vietnam, corporate governance fundamentals, board structure, committees, and the relationship between the Board, the executive team, and shareholders.

• Roles of executive and non-executive directors
• Board accountability, fiduciary duties, legal responsibilities, and ethical responsibilities
• Key legal responsibilities under Vietnam’s Enterprise Law and relevant regulations
• Governance principles, governance structure, board composition, independence, and board committees

Day 2 — Risk Governance and Financial Oversight

This module focuses on the Board’s responsibility in risk oversight, financial supervision, audit, internal control, compliance, and decision-making under uncertainty.

• Strategic, operational, financial, and compliance risks
• Board-level risk governance, risk appetite, and risk reporting
• Understanding financial statements and key indicators at board level
• Oversight of budgets, investments, capital decisions, audit, internal control, and compliance
• Case discussion on risk governance and financial oversight in the Vietnamese business context

Day 3 — Board Dynamics and Effective Governance Capability

This module helps participants improve boardroom behavior, constructive challenge, decision quality, conflict-of-interest management, interaction between the Board and the executive team, and strategic oversight.

• Boardroom behavior, group dynamics, constructive challenge, and independent judgment
• Managing conflicts of interest and maintaining appropriate governance boundaries
• Distinguishing oversight from management, CEO evaluation, succession planning, and board reporting
• Strategic oversight, long-term value creation, ESG, and improvement of board effectiveness
• Final practical exercise integrating governance, legal, financial, and risk oversight concepts

How EPS Creates Value

EPS combines practical boardroom experience, corporate finance capability, corporate restructuring advisory, M&A advisory, and understanding of the Vietnamese business environment to help executive teams and board members approach governance from a clearer, stronger, and more practical position.

🔹 Practical Governance Clarity

We help participants understand what governance means in practice: who decides, who oversees, who reports, who challenges, and how accountability should be designed at the level of the Board and the executive team.

🔹 Legal Responsibility Awareness

We help board members and senior leaders understand duties of care, loyalty, compliance, accountability, and potential responsibility risks in the Vietnamese corporate governance environment.

🔹 Stronger Financial Oversight Capability

We help participants read financial information at board level, monitor the necessary indicators, ask better questions, and connect financial data with investment, capital allocation, and risk governance decisions.

🔹 Risk and Internal Control Perspective

We help leadership teams understand how risk governance, audit, internal control, compliance, and reporting systems support better decision-making and reduce avoidable governance failures.

🔹 Improved Boardroom Effectiveness

We help participants strengthen constructive challenge, independent judgment, conflict-of-interest management, communication between the Board and executive team, and the quality of board-level discussions.

🔹 Governance Linked to Business Readiness

We connect governance capability with business readiness, especially when a company is preparing to work with investors, banks, strategic partners, foreign shareholders, or M&A counterparties.

Good governance is not only about compliance. It is the foundation for better decisions, clearer accountability, stronger oversight, and higher trust among shareholders, investors, partners, the Board, and the executive team.