Governance is a word often heard in the news, associated with all different types and sizes of Organisation, large, small, public or private.
However, the subject of Governance is often misunderstood, confused with the difference to that of management and can be almost impossible to gauge whether it is effective.
Internal – the Governing body need to put in place effective Governance and to ensure that it is practiced throughout the whole organisation.
External – from an outside viewpoint customers, client, shareholders, auditors, regulators and any other external stakeholder should have some way of knowing how an organisation is governed.
Regal TC have knowledge and experience in Best Practice associated with creating and developing effective Governance particularly associated with BSI’s development of BS 13500 Code of practice for delivering effective governance.
Regal TC can advise on frameworks that can be delivered and maintained at all levels of the organisation including Governing Body or Board level Governance, through to more specialised Governance such as Risk, Business Continuity, HR and Information Security Governance.
If you would like further information on how Regal TC can help you with your Governance needs, please Contact Us for further information.
Governance article contributions
Regal TC has contributed to a number of Governance articles and in addition conducted five case studies on behalf of BSI. View links as highlighted below:
- Real Business
- HR Review
- Implementing Good Governance
- RM Professional
- SIP Trunking Report
- Setting the standard for good governance
- Director magazine – Future Perfect (pages 10 – 11)
- How to: Ensuring robust governance
- SME Web article
- CIR Magazine article
- Global Mining Standards
BS 13500 case studies
“Whilst management processes have been widely explored, relatively little attention has been paid to the processes by which companies are governed. If management is about running businesses, governance is about seeing that it is run properly. All companies need governing as well as managing.”
Professor Robert Ian Tricker, Author of Corporate Governance, 1984, and Corporate Governance: Principles, Policies and Practices, 2009.
“I have always regarded Bob Tricker as the Father of Corporate Governance since his 1984 book introduced me to the words corporate governance.”
“The fundamental failure throughout was to distinguish between governance, which is the responsibility of the board, and management, which is the task of the executives, appointed and monitored by the board. The responsibilities of governance include determining the company’s purpose and the strategy for achieving that purpose, setting the tone of the enterprise and planning succession. It is for management to turn purpose into action. The strict sense of accountability of boards for their stewardship is diminished, if the line between governance and management is blurred. There is a temptation for boards to meddle in management, because managing is more engaging, in both senses of the word, than governing.”
Sir Adrian Cadbury, taken from his speech at the FRC’s 20th anniversary of the Corporate Governance Code event (November 2012)