We’re proud of our efforts to contribute to thinking around governance effectiveness.
Find back copies our eBulletin The Effective Board here – along with our other thought pieces on risk, assurance and culture.

The Effective Board: Not just for the audit committee

​Boards rarely complain if financial reporting and audit issues are kept at bay by a capable audit committee.  The full board has to approve the accounts, certainly, but often there’s a feeling that there’s not much left to do after the committee’s done its stuff.  But there’s now enough going on in the external reporting and audit areas for boards to pay a bit more attention. And the Tesco case highlights the risks to the whole business (not to mention to the directors) from accounting issues.  The board needs at least to be familiar with what the audit committee is doing to respond to this changing environment.  (If there is a separate risk committee, similar considerations can apply).  So what might a board do a bit more of?


We’ve worked with more than 160 clients. They are mainly FTSE 350 comanies – including 20 from the FTSE 100.

Helping you get it right

For us, good governance is about good performance.

Yes, compliance matters.  But our work is about helping you make sure your organisation…is led effectively by a board that adds value…is kept under control through risk management and assurance frameworks that meet your needs…and is “doing the right thing”.