Independent, and tailored to you
Responsible governance protects value, creates it and sustains trust — and it is never one-size-fits-all. Whether you are listed, privately held, family-controlled, state-owned or a not-for-profit, we tailor evaluation, advisory, intelligence and development to your organisation, your culture and unique circumstances.
What boards, owners and regulators ask us for
Five families, twenty engagements. Each family has its own page: how the work runs, what you receive, and what it asks of the people involved.
- External board evaluation
- Board self-assessment
- Individual contribution assessment
- Multi-year monitoring programme
- Composition & skills matrix
- Board & executive committee training
- Sustainability & CSRD training
- Nominee director & investment-officer training
- Governance review & design
- Group & holding governance
- Governance vulnerability review
- Pre-IPO preparation & health check
- Governance due diligence & action plans
- Policies, charters & disclosure
- CEO & board remuneration benchmarks
- Remuneration policy review
- SOE governance assessment & board evaluation
- IPO & privatisation readiness
- State ownership policies
- Central banks & securities regulators
One line of business, no second agenda
Governance is the only business we are in — no audit practice, no executive search, no proxy solicitation. What that buys you is an opinion nobody has a reason to soften.
No other business to protect
We do not audit, recruit for or solicit votes from the companies we advise. Our reputation rests on the advice alone.
Advice that starts from data
Gov360 Data covers 7,000+ listed companies and 450+ indicators per company. Every recommendation is read against where your peers actually stand — by name, not by median.
The advisor who signs runs the interviews
Senior advisors lead every mandate from kick-off to the board presentation, supported by experienced analysts. Recommendations come with owners, deadlines and indicators.
The questions boards ask before they call
Six questions, the answers we actually give. Each comes from a proposal, a method or a delivered report — not from a brochure.
How long does a mandate take?
A governance review runs about four months for a group and around ten weeks for a mid-sized financial institution. A board evaluation follows the board's own calendar, from kick-off to the presentation of the report. A seminar is built in six weeks, counted backwards from the day in the boardroom.
Who actually does the work?
Senior advisors lead every mandate and run the confidential interviews themselves, with an analyst taking notes; they stay on the file from kick-off to the board presentation. Analysts prepare the fact base, the benchmarks and the drafts.
What stays confidential, and who sees what?
Interviews are one-to-one and confidential. Questionnaire responses are aggregated: no individual answer is identifiable in what the board receives. Individual contribution results go to the chair alone. Engagements and the institutions that commissioned them are disclosed only with their agreement.
What happens after the report?
The report is discussed in draft before it is final, then presented in the room. Recommendations come with owners and target dates, written as T+x from the month the board approves the plan. Charters and policies are revised so the paper matches what was decided; on a board evaluation, we stay available after delivery, because the questions arrive later.
How do you choose the peers for a benchmark?
With you, first. An index with its composition dated, a bespoke panel by sector, geography and size, or a list you name — constituents disclosed, never just a median. The data comes from Gov360 Data: 7,000+ listed companies, 450+ indicators per company, refreshed continuously.
The mandate comes from our lender. Does that change anything?
The sequence is the same; the deliverable is different. A corporate governance action plan carries a chronological workflow, a priority for each recommendation, the party responsible and target dates, and is written into the legal documentation and followed year by year. Recommendations that only the owner can act on go in a separate annex.
From listed boards to state ownership agencies
Listed companies and SMEs, stock exchanges and financial institutions, state-owned enterprises, funds, family-owned and private-equity-backed companies, foundations and international organisations — directly, or commissioned by the international financial institutions and development finance institutions that finance them, often alongside a transaction.
Individual engagements and the institutions that commissioned them are disclosed only with their agreement. References are available on request, under mandate.
What does your governance need next?
A board evaluation, a governance review, a group policy, a code for a regulator — tell us what you are facing, and let's discuss it. Mandates are led by senior advisors who stay on the file from kick-off to the board presentation.
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Every week, one governance ratio drawn from Gov360 Data — a measured fact on boards, remuneration or ESG, with the context to read it. Plus our studies and press mentions as they are published.
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