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5 July 2022


Breakfast forum for delegates 


Registration, networking & coffee



  • Sara Drake, CEO, The Chartered Governance Institute UK & Ireland


Ministerial address 


Keynote: The impact of governance

How do we measure the impact of governance? Particularly good governance? The answer is there’s no single accepted way to measure the impact of governance across an organisation, and we need to look instead at a variety of indicators. They might include the effectiveness and behaviours of the board, or relationships with investors and other stakeholders. They might include the ability of the organisation to attract and retain talent, or the way in which it identifies, manages and mitigates risk. In this linked keynote and panel session, our speakers reflect upon what impact really means when it comes to governance.


Breakout sessions

Knowledge Values Practice

Restoring trust in audit

In March 2021, following the work of the Kingman and Brydon reviews, amongst others, the Department for Business, Energy and Industrial Strategy issued a white paper, “Restoring trust in audit and corporate governance”, which framed a series of proposals for enhancing the quality of corporate governance, corporate reporting and internal controls. So has the time finally come for a UK Sarbanes-Oxley-style Act? And what could that look like?


The four P’s - Purpose, Profit, People, Planet 

Most consumers would agree that in the 21st century the value of a brand is contingent upon a number of very crucial factors. More than just a matter of profit, it’s about brand purpose, about how the brand treats and engages with its workforce, suppliers and customers, and about its impact upon the planet as a whole. Our panellists discuss how, in building a sustainable future, the “four Ps” approach is a must. 

  • Simon Gardiner, General Counsel a Company Secretary, United Utilities plc
  • Simon Blackburn, Deputy Company Secretary, John Lewis Partnership plc
  • Fahrin Ribeiro, Company Secretary, actis

Perspectives on best practice in governance

What constitutes best practice in governance? There are many possibilities. It could be about having a robust approach to compliance. It might be about effective reporting and transparency – or having a high performing leadership team. Perhaps it’s about engagement with stakeholders – or perhaps, simply, about doing what’s fair and, what’s ethical. We hear from two organisations on what best practice in governance means to them.

  • Nabil Jamshed, Head of Corporate Governance, Guy's and St Thomas’ NHS Foundation Trust
  • Pamela Coles FCG, Chief Governance Officer, Rolls-Royce Holdings plc


Refreshments and networking


Breakout sessions

Knowledge Values Practice

Through a looking glass – a future-focused lens on governance

As we emerge into the post-pandemic world, how can governance champions make an impact and accelerate a more integrated governance model for the future? In this session, we explore what modern governance requirements organisations will need, not just to survive but thrive in this ever changing world. Touching on compliance, compassionate leadership, digital, agile governance, trust and inclusion; join us to find out more about the ‘Six C’s’ of governance.   

  • Lauren Osman, Company Secretary & Corporate Compliance Manager, Avenues Group
  • Tesse Akpeki, Podcaster and Founder, Wellbeing and Leadership Resilience Initiative

Emotional intelligence

Technological change has made it easier than ever to connect with people around the world, but it has also created new challenges. One key to effective communication is emotional intelligence, the ability to understand and effectively manage your own and others’ emotions. More than being able to read micro expressions or body language, it's about having a deep understanding of emotions and how they influence behaviours. Our speakers discuss.

  • Kim-Adele Randall IMDb, Director, Kim Adele Randall
  • Sharon Constançon, CEO, Genius Methods

Building financial resilience for employees

As well as being proven to increase a company’s productivity, employee share plans produce a more engaged and focused workforce and, crucially as we start to feel the full impact of a cost of living crisis, one which is more financially resilient. The case for wider rates of employee share ownership is compelling, but what other financial education initiatives can be put in place to help employees' financial wellbeing?

  • Murray Tompsett, Head of Proshare
  • Sarah Long, Head of New Business, WEALTH at work


Launch: The Competency Framework for Governance Professionals, 2.0

The Competency Framework for Governance Professionals supports the development of company secretaries and governance professionals. It identifies the behaviours, values and knowledge for high performance in a company secretarial or governance role and describes what an effective company secretary or governance professional knows, does and believes. Join us as we unveil the newest iteration of the framework and consider what’s changed.

  • Didi Ogede, Research & Insight Lead, The Chartered Governance Institute UK & Ireland
  • Sue Lawrence,  Founder, Independent Directors & Trustees Ltd


Lunch and networking


Bullying in the boardroom

Bullying is not something that happens to others or only to those less capable or less confident. Bullying behaviours can be visited upon anyone by anyone, including in a boardroom setting and in the wider organisations we oversee. Board directors and chairs should recognise when bullying is taking place, and take bullying seriously. Unchallenged, bullying can hamper an organisation's ability to perform and the board's ability to fulfil their statutory and fiduciary duties. So what can boards, and chairs in particular, do to recognise when bullying is taking place?

  • Shefaly Yogendra Ph.D, Non Executive Board Director, Harmony Energy Income Trust Plc 


Breakout Sessions

Time Knowledge Values Practice

Update on Companies House reform

Companies House is a cornerstone of the UK’s business regulatory framework. In recent years, however, concerns have grown that the system is open to manipulation, and with it the potential for such things as money laundering, fraud and identify theft. In February, the Government issued its final White Paper on Corporate Transparency and Register Reform, the culmination of a series of consultations on reform. We look at what’s proposed.

  • Stuart Morgan, Head of Policy, Companies House

What are organisations doing on modern slavery?

Taking action on modern slavery is not just a social issue – it is increasingly recognised that this is a governance and compliance matter, and organisations should be taking the problem seriously. In this session, we look at the findings of a recent survey on members from the Chartered Governance Institute addressing how modern slavery risk is tackled and reflect within the organisation.

  • Colleen Theron, Director, Ardea International 

Organisational resilience and business continuity

If anyone thought that the world would return to “normal” as Covid-19 receded, they’ve been in for a rude awakening. For many organisations and the people who work in them, change has become a permanent feature of life. Adapting to change requires creativity, imagination – and above all, resilience. For many organisations, the ability to learn, to adapt and to lead in the face of change is at the core of resilience.

  • Kim Clear FCG, Company Secretary, TUI Group
  • Victoria Hart, Head of Secretariat, Shawbrook Bank


Investor relations and governance

Investor relations has long been as important an issue for company secretaries and governance professionals as it has been for IR professionals. That’s especially true now as investor expectations are changing in the wake of society’s interest in ESG, sustainability, diversity and other issues. Our panellists discuss how governance professionals are paying more attention to IR issues than ever before. 

  • David Gracie, Director, Indigo Governance
  • Andrew Ninian, Director, Stewardship and Corporate Governance, The Investment Association
  • Will Pomroy, Head of Impact Engagement, Federated Hermes

Valuing the company secretary

Recent work from the Institute considered the relevance of governance in the 21st century and the value brought by company secretaries and governance professionals. The company secretary, the research found, can wear many hats – compliance and governance, but also at times such things as insurance, accountancy, procurement, legal and risk. So are company secretaries valued for the range of skills they bring? Our panellists discuss.

  • Connie MacCurrach, Company Secretary, J.P. Morgan Asset Management
  • Steve Moulton-Brady ACG, Executive Director, J.P. Morgan Chase & Co


Refreshments and networking


Diversity and inclusion: how can we make it stick?

Making diversity and inclusion more than just a handful of policies and a few boxes to tick takes focus and dedication. Truly equitable employers surpass their competitors by making efforts to understand and respect the unique needs, perspectives and potential of all their team members. The organisation where employees excel is one where empathy and trust are key, and where a true diversity of voices are heard. Our panelists discuss.


  • Kathy Cong, Managing Director, Company Matters, Link Group


  • Nina Goswami, Creative Diversity Lead & Head of 50-50 Equality Project, BBC
  • Natasha Whitehurst, D&I Manager, Reach plc
  • Greg Turner-Smart, Group Inclusion & Diversity Lead, Rolls-Royce plc


Closing remarks and end of Day One


Drinks reception

6 July 2022


Breakfast forum for delegates 


Registration, networking & coffee



  • Victoria Penrice, President, The Chartered Governance Institute UK & Ireland 


Plenary: ESG: what does it mean in the boardroom?

Governance professionals are key to placing ESG at the heart of the Board agenda. This session discusses how, practically, Boards focus on ESG; the decisions they make; and their motivations for doing so. We will also explore the governance challenges faced by Boards in terms of implementing ESG strategy, and discuss the most important practical steps in governance that support the successful integration of ESG into the Board agenda.

  • Tom Gosling, Executive Fellow of Finance, London Business School
  • Karina Bye FCG, Company Secretary, Aviva Investors, UK General Insurance & UK Life and Pensions
  • John Ward-Zinski, Business Development Director, Earthwatch Europe


Plenary: Governance learning across sectors

Once upon a time, governance was seen as something for the listed business sector to “teach” other sectors of the economy. Charities, education, sports, and others, so the theory went, were lagging behind what was happening in corporates and needed to play catch up. That’s no longer the case, as innovation in governance thinking and practice is coming from a variety of directions. Our panellists discuss how different sectors can learn from one another.

  • Richard McDermott ACG, Company Secretary, The Football Association
  • Radojka Miljevic, Independent Chair, Charity Governance Code Steering Group


Refreshments and networking


Plenary: Leveraging technology to power governance

Technology and the emerging practice of hybrid working are driving efficiency improvements for company secretary teams. However, this new world also brings new risks. In this discussion, learn how governance teams are implementing new practices while maintaining protection against new threats.


  • Dottie Schindlinger, Executive Director, Diligent Institute


  • Megan Barnes, Head of Company Secretariat, National Grid plc
  • Martin Lee, EMEA Lead, Talos, CISCO 


Breakout sessions

Time Knowledge Values Practice


Managing legal risks, improving governance

ISO 31022 is the new global standard in legal risk management. Designed to guide organisations in the management of legal risk in relation to all their operations and activities, the standard should help them meet their legal and regulatory obligations, manage contractual risk, enhance strategic decision-making and improve corporate governance. We look at how organisations can use it to implement a legal risk management process and establish a proper framework tailored to their unique situation and needs.

  • Dr Sam De Silva

    Partner, CMS, Co-Chair, ISO Working Group for ISO 31022 and Winner, Governance Champion of the Year 2021

Valuing neuro and cognitive diversity

Increasing numbers of employers are committed to boosting EDI in their organisations – from customer facing teams all the way up to the boardroom. From a governance angle, in particular, nurturing neuro and cognitive diversity, and ensuring that a variety of perspectives, viewpoints and ways of thinking are brought into decision-making, is increasingly recognised as key to unlocking growth and driving innovation.

  • Sapna McCarthy, Head of EDI, Tate & Lyle PLC
  • Phoebe Stamford-Moroz, FTCL, FRSA, ACG, Assistant Senior Company Secretary, Tate & Lyle PLC

Mindfulness and wellbeing – what does it mean for organisations?

Organisations have a duty of care to ensure that the people who work for them are being properly looked after, but since the pandemic the importance of this, and the risks that attach to getting it wrong, have been especially acute. But many organisations struggle properly to fold concepts like mindfulness and wellbeing into what they do. So how best to do that? And what’s the connection with governance?

  • Natalie Paddock, EU Group Company Secretary, Assurant
  • Siobhan Dowdall, Manager, Entity Compliance and Governance, EY


Lunch and networking


Plenary: How do you make an impact as a governance professional?

  • Mark Goyder, Founder, Tomorrow’s Company


Breakout Sessions

Time Knowledge Values Practice

TCFD reporting and climate-related disclosure

In 2017, the Task Force on Climate-Related Disclosures issued a series of recommendations on climate-related financial disclosure designed to help companies provide better information to support the allocation of capital. In April this year, the UK became the first G20 country to make it mandatory for businesses to disclose the climate related risks and opportunities they face, in line with TCFD recommendations. We look at how companies are faring.

  • Melissa Kittermaster, Director, Asesoria Group
  • Natasha O’Connor, Senior Director of Research, Glass Lewis

  • Phil Fitz-Gerald, Director, Financial Reporting Lab

Recruitment strategies to support governance needs

After a difficult 2020, 2021 saw something of a boom in the employment market for governance professionals as employers adjusted to the changing market conditions and governance teams started to expand again. In this session we look at how organisations are recruiting to meet their governance needs, the rise of new models in the governance space, including apprenticeships, and the challenges and opportunities this is presenting.

  • Helen Baker, Company Secretary, ITM

Reviving dormant assets

The Dormant Assets Scheme is an industry-led, Government-backed initiative that enables banks and building societies to channel funds from dormant bank and building society accounts towards public benefit causes. In February, the Dormant Assets Act received royal assent and with it a plan to bring assets from pensions, insurance, investment, wealth management and securities under the scheme. We look at what happens next.

  • Adrian Smith OBE, Chief Executive Officer, Reclaim Fund Ltd 


AI and ethical governance

As organisations make increasing use of AI, not least in the boardroom, governance professionals increasingly need to be aware of the ethical dimensions of its use and of the risks that go hand in hand with the benefits AI can offer. Governance professionals have a key role to play in guiding their organisations in ensuring robust governance arrangements are in place around its use. We reflect upon the challenges and opportunities AI can bring.


Closing Keynote: The impact of governance?


Closing remarks and end of conference

Join us

We are looking forward to welcoming you to the 2022 Annual Conference.

Be sure to mark your calendar and join us on 5 and 6 July 2022.

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