02
Corporate Governance
Clear rules, defined responsibilities and better conditions to decide.
As a company grows, it becomes less clear who decides what, and up to which limit. Decisions concentrate in one or two people and the Board spends its time on matters that should be settled elsewhere.
We help define, or review, how the company is governed: who decides, with which authority, with what information and accountable to whom. This can be built from scratch or improved from what already exists.
- 01
Design or review of the corporate governance model
Defining or reviewing the corporate governance structure, clarifying responsibilities, decision-making powers, oversight mechanisms and the interaction between the Board and management.
- 02
Definition of responsibilities and decision-making powers
Clarifying responsibilities, levels of authority and decision-making powers, strengthening control, accountability and organisational effectiveness.
- 03
Delegation of authority matrices
Setting out authority and approval levels clearly, so that every decision is taken at the appropriate level and with the necessary control.
- 04
Design and set-up of committees
Designing committees with clearly defined responsibilities, remit, composition and rules of operation.
- 05
Board effectiveness evaluation
Independent assessment of the composition, organisation and functioning of the Board, including the quality of information, the decision-making process, the allocation of responsibilities and the effectiveness of oversight.
- 06
Corporate governance policies and procedures
Structuring the policies and procedures that support responsible, transparent and consistent conduct by the Board and management.
01
Clarify the roles
Establish who decides what in practice, where responsibilities overlap and where they are left unowned.
02
Design the decision
Define decision-making powers, delegation of authority and committees, sized to the company as it actually operates.
03
Support accountability
Put in place policies, oversight mechanisms and Board information that make the model work day to day.
An important decision deservesan independent perspective.
Describe the context. The response is shaped from there.
