Getting smart about governance
And its link to financial performance
Good governance drives success. It’s a fact. We can prove it.
Companies that consistently invest in their decision-making infrastructure outperform those that don’t. It’s that simple.
So if you’re still approaching the UK Corporate Governance Code (the Code) as tickbox exercise then two things are true. One, you’re being left behind and two, you need to read this report.
Strong governance drives success. We can prove it.
Companies that consistently invest in their decision-making infrastructure outperform those that don’t.
So if you’re still approaching the UK Corporate Governance Code as a tick-box exercise then two things are true. One, you’re being left behind and two, you need to read this report.
Drawing on a decade of data, from 10 different industries and 500 FTSE 350 companies ‘Getting smart about governance’ not only proves the link between strong governance practice and growing financial performance, but pinpoints the key areas to focus on to transform your ability to create and retain value.
In short it doesn’t just tell you why you need to change your approach to governance, but crucially how to go about it.
Ten years of data
Across ten industries
FTSE 350 businesses
Result
£8.2 million in growth capital raised
Production
Increased by 300%
Far from seeing it as a necessary evil our research shows that the most successful companies are using the corporate governance code as a blueprint to build environments that foster growth. They are aligning resource to clearly articulated goals and the results speak for themselves.
Companies consistently investing in governance best practice:
Turnover
106% growth since 2014/15
Turnover
106% growth since 2014/15
Sector
Leisure and consumer
10 years of data
Across 10 industries
FTSE 350 businesses
Far from seeing it as a necessary evil our research shows that the most successful companies are using the UK Corporate Governance Code as a blueprint to build environments that foster growth. They are aligning resource to clearly articulated goals and the results speak for themselves.
Companies consistently investing in governance best practice:
What’s more, even companies just starting the journey from lowest-scoring to highest-scoring governance practices saw impressive returns. So, the only non-viable course of action is ‘business as usual’.
Turnover
106% growth since 2014/15
Turnover
106% growth since 2014/15
Sector
Leisure and consumer
44% increase in operating cashflow
46% increase in free cashflow
10% improvement in operational efficiency
Download the report. Not only will it outline the benefits of putting strong governance at the heart of your business model, but also the six key areas of investment you should be focusing on to start transforming your business.
Beyond that we are ready to help you in any way we can. From helping get the board on board, to developing a plan, to delivering change, we can assist you every step of the way.
Turnover
106% growth since 2014/15
Turnover
106% growth since 2014/15
Sector
Leisure and consumer
Turnover
106% growth since 2014/15
Sector
Leisure and consumer
Team
Employs 55 people
The Tax Cuts and Job Act has been a boon to corporations. Our guide details the many ways your business can benefit from tax reform, as well as some surprising pitfalls to avoid.
Making the only non-viable course of action ‘business as usual’.
Download the report. Not only will it outline the benefits of putting good governance at the heart of your business model, but also the six key areas of investment you should be focussing on to start transforming your business.
Beyond that we are ready to help you in any way we can. From helping get the board on board, to developing a plan, to delivering change, we can assist you every step of the way.
Governance is the key to success. Used correctly the corporate governance code becomes a blueprint for growth. These are proven facts. The only real question is what you will do with them.
Sarah Bell
Partner, Governance and Board Advisory
Read about the five stages of brexit preparation - ranging from those who have done no planning to those who have executed contingency plans.
Alan Dale
London
