Corporate Finance for Non-Finance Directors

Programme Overview

This financial management programme for non-finance directors addresses the challenges many board members face when interpreting financial reports, assessing organisational performance, and making sound strategic decisions grounded in corporate data and management information.

The programme is not intended to turn participants into accountants. Rather, it is designed to strengthen their confidence and judgement in reading financial information, understanding the numbers that matter, and engaging more meaningfully in boardroom discussions. Participants will be introduced to practical tools such as the DuPont Model to better understand performance drivers and evaluate the financial implications of business decisions in a way that supports shareholder value.

The programme also introduces participants to key corporate finance considerations that underpin investment and capital allocation decisions. This includes understanding how investment proposals are assessed, how funding decisions are made, and what may constitute an appropriate capital structure depending on the organisation’s risk profile, return expectations, and broader strategic priorities.

By the end of the programme, participants will be better equipped to interpret financial indicators, assess capital-related decisions with greater clarity, and contribute more effectively to board deliberations on value creation, financial sustainability, and long-term organisational resilience.

Learning outcome

By the end of this programme, participants will be able to:

1. Understand key financial indicators and guiding considerations for interpreting financial reports in relation to organisational performance and overall viability
2. Apply the DuPont Model to identify the areas of business or organisational performance that require attention in order to support and drive shareholder value
3. Understand the principles of optimal capital structure, including sources of funds and the considerations involved in balancing debt and equity in light of risk and return
4. Appreciate common approaches to capital expenditure proposals and capital investment appraisal in assessing business cases and funding requirements
5. Strengthen their ability to participate in board-level discussions on financial stewardship, capital allocation, and value creation