Structured induction for newly appointed directors and newly constituted boards. Statutory duties, operating context, sector regulation, and the governance disciplines that come with the role.
Delivered by senior practitioners with FTSE-level governance experience and public inquiry exposure.
Most director inductions are improvised reading lists.


A folder of board papers, a few one-to-one introductions, perhaps a site visit. The newly appointed director arrives at their first board meeting hoping they have understood the brief, and the chair hopes the same. Neither has confidence. The cost of getting induction wrong is a director who takes nine months to become useful, when three months would have been possible.


Done properly, induction is a structured programme that prepares the director for the role and gives the chair confidence in the standard.
Chairs commissioning induction for newly appointed non-executive or executive directors.


Company secretaries and heads of governance designing induction for new joiners to the board.


Newly constituted boards, post-IPO boards, and refreshed boards needing to develop a shared baseline.


Boards entering a period of change (regulatory, transactional, structural) and wanting to make sure all directors are operating from the same understanding.
A structured programme for the individual director, built around three areas:
A structured programme for the individual director, built around three areas:


1. Statutory duties and personal accountability
 The legal framework, conflicts of interest, independence, personal liability, and the disciplines that protect the director and the organisation. Drawing on our Directors’ Duties Masterclass content, calibrated to the director’s sector.


2. The operating context of the organisation
 What the organisation does, how it makes money, where the strategic risks sit, who the key people are, and how the board fits into the wider governance system.


3. The governance expectations that come with the role
 Board and committee structure, decision rights, meeting cycle, papers and reporting, and the cultural expectations of the chair and the board.


Delivered as a programme over several weeks, not a single session. Combines briefings, structured reading, and conversations with the people the director needs to know.
Practical workshops for boards and governance teams ahead of new requirements landing.
Delivered by senior practitioners with FTSE-level governance experience and public inquiry exposure. The person you discuss the appointment with is the person who designs and delivers the induction.
Tell us about the appointment or the board. We will respond within one working day with an initial view on shape, sequencing and timing.
