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The board approved the decision unanimously. Six months later, it was being questioned by regulators. Not because the outcome was wrong, but because there was no documented evidence showing how the decision had been reached. The committee mandate was loosely defined, the minutes lacked detail on rationale, and a director’s declared conflict had not been formally managed. What appeared to be a routine governance process quickly became a governance issue. Examples like this are

Across the UK and Jersey, regulators and governance codes increasingly expect boards to demonstrate that committees are deliberately designed, regularly reviewed, and aligned to organisational purpose.

Anti-money laundering frameworks set out how organisations must prevent, detect, and report financial crime. Find out what this means for company secretaries.

As Jerri-Lea Brown, Founder of Sage Governance, explains, "A confirmation statement is a governance safeguard. When companies treat it as a strategic review rather than a box-ticking exercise, compliance becomes far simpler to manage."

Many company secretaries are feeling the pressure as the Companies House reforms approach. Mandatory identity verification for directors and PSCs, software-only filing requirements, fuller shareholder disclosures, and stronger enforcement powers all arrive at a time when compliance functions are already stretched.

In a world defined by regulation, reputation, and rapid digital change, company secretaries are no longer quiet administrators but strategic leaders shaping how boards operate and organisations grow.