When I began my career in the late 1990s, the perception of the company secretary was very different. I still remember joining an organisation as an assistant company secretary and being asked, “Are you here to do all the typing?” That moment stayed with me, not just because of the question itself, but because of what it revealed about how little people understood the role.
Fast forward to today, and while awareness around corporate governance has definitely grown, the visibility and status of governance professionals, particularly company secretaries, hasn’t always kept pace. The increased focus on sustainability, fairness, equality, and ethical leadership has ushered in a new corporate consciousness. Organisations are rightly being held to higher standards. But amidst this shift, one essential role is still fighting to be heard.
Let’s be clear: when a Chair or CEO has worked closely with a great company secretary, they know the value we bring. We are often the silent glue that holds good governance together, ensuring legal compliance, supporting effective decision-making, enabling robust board processes, and protecting the organisation’s long-term interests.
But what about all the other executives who’ve never had the privilege of working with a strong governance partner? For them, the role can still be shrouded in mystery, or worse, reduced to an outdated administrative stereotype.
The 2006 Companies Act didn’t help. By removing the legal requirement for private companies to have a company secretary, it unintentionally sent the message that our work was optional — a “nice to have.” And more recently, there’s been a concerning trend of folding the company secretary’s responsibilities into legal or finance departments, treating the role as a subset of the General Counsel or CFO function.
This misses the point entirely.
Company secretaries aren’t just scribes or administrators in the evolving landscape of corporate governance, the title “Company Secretary” no longer reflects the strategic nature of the role. We are governance professionals. We are boardroom strategists, independent advisers to the board, the guardian of compliance and a governance architect. We are the conscience of the organisation when it comes to integrity, transparency, and accountability. It’s time for a rebrand and repositioning that aligns the role with its true influence and value and here’s why…
The UK Corporate Governance Code explicitly recognises the our role in promoting good governance. Supporting the Chair, we ensure effective information flow within the board and its committees, facilitates director induction and development, and supports board evaluations. These responsibilities are not clerical, they are strategic enablers of board performance.
The Corporate Governance Institute’s Competency Framework for Governance Professionals further reinforces this shift. It outlines twelve core competencies across knowledge, values, and practice, positioning governance professionals as experts in law, regulation, ethics, and organisational culture. This framework aligns our skillset with that of senior executives and board members.
As Peter Swabey, Policy & Research Director at The Chartered Governance Institute UK & Ireland (CGIUKI), notes:
“The Company Secretary is no longer just a minute-taker. They are the conscience of the board, the person who ensures that governance is not just a box-ticking exercise but a living, breathing part of the organisation’s culture.”
As governance professionals we are increasingly seen as trusted advisers to the board, with three core functions
These functions mirror the strategic contributions of CFOs, General Counsel, and Chief Risk Officers. In fact, as governance professionals we often act as the bridge between the Chair and CEO, ensuring alignment between governance and executive leadership.
As Louise Thomson, Head of Policy at CGIUKI, explains:
“Governance professionals are increasingly being called upon to provide strategic insight, not just procedural support. Their understanding of the regulatory landscape and board dynamics makes them indispensable.”
Despite our strategic role, the title “Company Secretary” continues to evoke outdated perceptions. This view undermines our influence and limits career progression. Rebranding the role to perhaps as Chief Governance Officer or Director of Governance would:
As Sara Drake, Chief Executive of CGIUKI, has said:
“Governance professionals are the guardians of trust in organisations. Their role is pivotal in ensuring that decisions are made ethically, transparently, and in the long-term interest of stakeholders.”
The Economic Crime and Corporate Transparency Act 2023 (ECCTA) has further expanded the governance landscape. With Companies House gaining new powers to verify identities, strike off fraudulent actors, and enforce compliance, the governance function, led by the us the Company Secretary, is now central to corporate accountability and crime prevention.
This regulatory shift underscores the need for a role that is not only operationally competent but also strategically empowered.
We are no longer a silent scribe. We are a strategic leader, a board adviser, and a guardian of corporate integrity. Rebranding the role is not just a matter of semantics, it is a recognition of our true value in the UK’s governance ecosystem.
As boards face increasing scrutiny from regulators, investors, and the public, we must be seen, and titled, as what we truly are: a cornerstone of effective governance.
I understand the ongoing discussions about whether a name change could help raise the profile of the profession. The Chartered Institute of Company Secretaries rebranding to The Chartered Governance Institute is one such step. But even now, many still confuse the title “governance professional” with something purely procedural.
Beyond Governance by Martin Fahy, Jeremy Roche and Anastasia Weiner, drives this home. Though published in 2004, it listed who holds responsibility for governance in organisations: CFOs, CEOs, Finance Directors… but no mention of the company secretary. That silence speaks volumes. And sadly, two decades later, we’re still having to justify our seat at the table.
I’ve long believed that the company secretary should be seen as the third pillar in the professional leadership of an organisation, alongside the lawyer and the accountant. But perhaps it’s time for us to go a step further.
Maybe the time has come to champion the role of Director of Governance or Chief Governance Officer or some other reiteration, fully supported by our Institute.
This isn’t just about titles. It’s about giving the governance function the visibility, influence, and structural importance it deserves. A Director of Governance would have a clear remit, board-level accountability, and the authority to embed good governance across the organisation. It would create a formal pathway for career progression within our profession, beyond “Head of Governance” or “Group Company Secretary” and help ensure our voices are not just heard, but respected.
Company law recognises the power and responsibilities of directors. As governance professionals, we train directors, guide them, and ensure they meet their obligations. Who better, then, to take up this mantle but ourselves?
The profession doesn’t need rebranding alone. It needs repositioning. And that starts with us.
We would be pleased to answer any queries or have an informal chat to discuss your possible governance needs.