Programme Overview
Related Party Transactions (RPTs) sit at the centre of boardroom scrutiny because they involve two high-risk areas at once: conflicts of interest and protection of shareholder value. When managed well, RPTs can support strategic collaboration and operational efficiency. When managed poorly, they can lead to value leakage, regulatory breaches, allegations of self-dealing, and significant reputational damage. For directors, C-suite, and senior management, the ability to evaluate and oversee RPTs is now a core governance capability.
With stronger disclosure expectations, heightened stakeholder scrutiny, and growing ESG focus, boards are expected to demonstrate more than technical compliance. Stakeholders want confidence that transactions are conducted on arm’s-length terms, that independent judgment is genuinely applied, and that minority shareholder interests are safeguarded. This requires clear understanding of what constitutes a related party, where the grey areas lie, and what “good process” looks like—from early identification and documentation to robust approvals and transparent disclosures.
This 3-hour bite-size programme provides a focused, practical lens on RPT governance. Through concise briefings, real-world examples, and a case-based Board Lab, participants will explore common RPT structures and blind spots, understand how thresholds, approvals and disclosures connect, and learn how boards, committees, management, company secretaries and internal assurance functions can work together to strengthen oversight. Participants will leave with sharper questions, a simple framework to assess whether an RPT is fair and in the company’s best interests, and practical enhancements to improve their organisation’s RPT policy, process and culture.
Who Should Attend
Sitting Directors and Senior Directors of PLCs, GLCs, financial institutions, private and family-owned companies.
Board Chairs, Committee Chairs and Lead/Senior Independent Directors who play a key role in shaping the board–management relationship.
Executive Directors and CEOs who also sit on boards and wish to sharpen the way they engage with their own boards and leadership teams.
Nominee and representative directors of GLICs, institutional investors or strategic shareholders who must balance multiple expectations in the board–management interface.
Learning Outcome
By the end of the 3 hours, participants will be able to:
Clarify what constitutes a related party and related party transaction in a corporate context (including common “grey areas”).
Interpret key regulatory and governance expectations on RPTs (e.g. disclosure, approval, independent advice, abstention).
Identify conflicts of interest and typical red flags in proposed RPTs from a Board / senior leadership lens.
Apply a practical framework to assess whether an RPT is on normal commercial terms, fair and reasonable, and in the best interest of the company.
Strengthen board and management roles, policies, and internal controls to manage RPT risks more effectively.
