Corporate governance & compliance
Use governance as a driver of performance — not a box to be ticked.
The problem isn’t the amount of governance. It’s the way we do it.
With regulation and reporting requirements on the rise — from ESG to SMC&R and s172 — governance can be seen as a handbrake on performance, as well as the cause of ballooning board packs.
But switch your mindset from “preventing bad things from happening” to “enabling good things to happen”, and governance can become one of your most powerful drivers of performance — as long as you give your organisation the right processes and tools for the job.
Are your governance tools and processes up to scratch?
And can they adapt to what’s on the horizon?
Learn from governance professionals who see things differently
Governance Game Changers: spotlight on Catherine Sukmonowski, company secretary at Deliveroo
Catherine, a company secretary who’s worked on major IPOs, shares her advice on ...
What’s in a name? How the title “Company Secretary” underplays the significance of this evolving role.
The role of the company secretary is evolving. But how can governance ...
Governance Game Changers: spotlight on Caroline Tolhurst
Caroline Tolhurst, NED, and Former Company Secretary at Grosvenor shares her ...
Governance Game Changers: spotlight on Shaun Coles
Shaun Coles, Global Director of Governance, Banco Santander shares his ...
Equip your board, governance team, and management with the right tools to unlock organisation-wide performance
Deliver good governance, organisation-wide, with Lucia
Lucia combines the power of AI with the QDI Principle™ in the world’s first platform designed exclusively for business reporting — enabling everyone in your organisation to craft reports that evidence what they should whilst also spurring your business to action.
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In action: how governance drives TSB’s customer focus
TSB is a leading UK retail bank with over 200 branches, five million customers, and 200 years of history. Faced with growing compliance requirements that prevented it from getting the most out of its directors, TSB partnered with Board Intelligence.
“Our papers are more customer-centric and it’s far easier to comply with Section 172.”
~ Keith Hawkins, Company Secretary, TSB