The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
ESG Governance Score Improvement
Improving our standing in key Environmental, Social, and Governance (ESG) ratings, specifically within the 'Governance' pillar.
Target · Increase our score by at least one quintile in MSCI or Sustainalytics ratings annually. If we're currently in the 3rd quintile for governance, the goal is to move into the 2nd quintile by year-end, showing tangible improvements in board diversity, executive compensation transparency, or anti-corruption programmes.
Reduction in External Legal Spend (Entity Management)
Lowering the costs associated with managing our global legal entities, primarily through subsidiary rationalisation and process optimisation.
Target · Reduce annual external legal spend on entity management by 15% year-on-year. If we spent £2M on external legal fees for entity management last year, the target is to bring that down to £1.7M this year by streamlining dormant entities or consolidating service providers.
Zero Material Weaknesses in Governance Controls
Ensuring our internal controls related to entity-level governance are robust enough to prevent any 'material weaknesses' as identified by internal or external auditors.
Target · Maintain zero material weaknesses in internal controls over financial reporting (ICFR) related to governance. No significant deficiencies or material weaknesses flagged by our external auditors related to our Delegation of Authority matrix, board minute-taking processes, or subsidiary oversight.
Board Effectiveness Review (BER) Rating
Achieving a high 'favourable' rating from our board members and committees on their overall effectiveness, reflecting strong governance support.
Target · Achieve a >85% 'favourable' rating in Board Effectiveness Reviews. In the latest BER, 90% of board members rated the quality of governance support, board materials, and committee effectiveness as 'good' or 'excellent'.
Regulatory Fines & Penalties
The ultimate measure of compliance failure – avoiding any significant financial penalties from regulatory bodies.
Target · Zero material regulatory fines or penalties related to corporate governance failures. No fines from the FCA, SEC, or other national regulators for breaches of corporate governance codes, anti-bribery laws, or data protection regulations.
Board and C-Suite Trust & Influence
Being seen as a trusted advisor to the Board and Executive Leadership Team, with your input actively sought on strategic decisions.
- You're regularly invited to strategic planning sessions, your opinions are explicitly requested during board committee meetings, and you're seen as the 'go-to' person for complex governance dilemmas, not just a reporter of facts.
Proactive Regulatory Preparedness
Our ability to anticipate and prepare for upcoming regulatory changes, minimising disruption and ensuring smooth transitions.
- We consistently identify significant regulatory shifts well in advance, have clear action plans in place before deadlines, and business units feel supported in adapting to new requirements rather than surprised by them. You're briefing the board on 'horizon risks' before they become current problems.
Ethical Culture Index
The perception of our ethical culture across the organisation, measured through internal surveys and 'speak-up' channels.
- Internal employee surveys show a consistent improvement in scores related to ethical leadership and trust in our 'speak-up' mechanisms. There's a healthy volume of reported concerns, indicating employees feel safe raising issues, and these are being addressed effectively.
Team Leadership & Development
Building and nurturing a high-performing, engaged global governance team.
- High retention rates within your team, positive feedback in internal engagement surveys, and clear succession plans for key roles. Your team members are seen as experts and are sought out by other departments for advice and support.
