Companies
A fit-for-purpose governance, supporting trust
Listed, private, family-owned, state-owned and multi-entity groups. The board's ultimate value-creation role is not simply to oversee performance. It is to ensure that the company continuously has the capabilities to sense change, seize the right opportunities and transform itself before circumstances force it to.
0+Board evaluations delivered by our team
0+Interviews with directors
0+Data & KPIs per company
The starting point
When the organisation changes, governance has to follow
Change, most often. A change of size, of leadership or ownership, of regulation — and the sense that governance is no longer fit for the organisation it now serves.
- A group that has outgrown its governanceEntities multiply, governance approaches diverge between subsidiaries, and reporting differs from one function to the next. The board sees less while a decision is still open, and governance is duplicated where it costs most.
- A board built for a smaller companyThe skills around the table and the committee structure answer the company of five years ago, not the one the strategy is building. Gap analysis between the current profile and what the strategy now requires.
- A new chair, chief executive or shareholderEach arrival resets what the board expects of itself: who decides what, on whose authority, and who answers for it afterwards. Accountability that was clear by habit has to be made explicit.
- Ownership that changes handsA listing, a new investor or a generational transition in a family company. Governance designed for one owner has to satisfy the next, and often a market.
- Codes and expectations that have movedGovernance codes, investor voting policies and market practice change every year. The distance between the company's practice and what is now expected is measurable in public data long before anyone tests it.
- A compliance agenda that crowds out strategyEach new requirement adds to the board's administrative load. Time for strategic stewardship shrinks unless the agenda is redesigned around it.
- Sustainability and AI reaching the agendaRegulators and investors now expect the board to oversee sustainability and artificial intelligence, often before the skills to challenge them sit around the table, and before ownership and escalation at board level are defined.
Why Ethics & Boards
What we bring
Board work since 2010 and Gov360 Data, applied to your context — not a template with your name on the cover.
An independent perspective
Governance expertise with no audit, executive search or proxy solicitation business to protect. Independence and the absence of conflicts of interest are the product, not a disclaimer.
Thought leadership
We work with international institutions, universities and institutes of directors, and our research keeps us at the forefront of what is asked of boards.
Senior practitioners throughout
Your mandate is led by senior advisors who practise governance themselves and know how a boardroom actually works — senior from kick-off to delivery.
Data and human judgement, together
Up to 450+ data points and governance KPIs per company, set against confidential interviews with the people actually around the table.
Facts that support you
Peer panels built from stock market indices, Ethics & Boards panels, or a panel you define by sector, geography and size. Methodology disclosed, so every finding can be checked and stands on its merits.
Recommendations you can act on
A prioritised improvement roadmap with owners and timelines — and support through the policy drafting, the disclosure and the board's own follow-up.
The offering
What we deliver for companies
Fourteen engagements across four families. Most boards start with one and return for the next.
Board Evaluation
Independent evaluation of the board and its committees — an outside benchmark of how the board actually works, and credibility with investors.
The board's own review, for ongoing reflection: a confidential questionnaire, results aggregated and benchmarked against the market.
A three-year evaluation programme so effectiveness is tracked over time, key topics are reviewed on a cycle, and resources are planned rather than improvised.
Facilitated 180° assessment of each director's contribution, and 360° assessment of CEO performance. Skills, engagement, independence and collective value-add.
Governance Advisory & Implementation
Diagnostic of structural, procedural and reputational weaknesses against codes, investor expectations and market practice — including specific exposure to crisis or activist attack.
Governance mapping across entities, then policy design: general principles for legal entities, delegated authorities, escalation and reporting, and coordination of key functions and business lines.
Governance readiness ahead of listing — board structure, committees, disclosure and investor-readiness, with the framework operationalised rather than described.
Hands-on support for policy development and the governance section of the annual report.
Governance Intelligence
Director search across 100,000+ structured profiles of board and executive committee members. Selection on skills, experience, diversity and independence — with the track record evidenced.
Executive and non-executive remuneration benchmarked against customisable peer groups, including the treatment of ESG criteria in remuneration policy and pay-for-performance analysis.
Bespoke governance research on board composition and diversity, board functioning and risk, CEO and board remuneration, CSR governance, or stakeholder engagement.
Your governance practices measured against peer panels, codes and investors' voting policies — gaps identified, vulnerabilities surfaced.
Board Development
Skills matrix development and board composition design. Gap analysis against strategic requirements, vulnerability analysis from an investor's point of view, and succession planning.
Tailor-made seminars for the board alone or with the executive committee, developed with subject experts and grounded in benchmarking against standards, best practice and competitor practice.
Track record
Governance experience across 65+ countries
Founded in Paris in 2010 and independent, Ethics & Boards has supported boards across multiple governance models, vehicles, jurisdictions, sectors and ownership structures.
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Board evaluations by our team
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Director interviews
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Countries
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Consultants, analysts & advisors
Engage our team
Where does your company stand today?
Board evaluation, a governance review, group governance policies, a benchmark against your peers — tell us what you need, and let's discuss it.
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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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