Give compliance decisions a clear owner and a visible path to action.

Start with the way the work happens.

Internal controls, compliance reporting, risk review and staff guidance.

A compliance report creates limited value when no one knows who must act on it. Responsibilities can be spread across HR, finance, procurement and operations, with each team assuming that another owns the decision. Repeated exceptions are often a signal that the operating arrangement needs attention.

Governance work makes those responsibilities and decisions explicit. The focus is on how information reaches the right person, how action is authorised and how management can tell whether a control is working. The resulting framework needs to fit the organisation's actual structure and reporting habits.

The work, made practical

Leave the handover clearer.

The handover records ownership, reporting expectations and escalation routes in a form teams can use. Open improvements remain linked to responsible managers, with an agreed review cadence for assessing progress and changes in operating needs.

• Responsibility framework
• Reporting priorities
• Action-review cadence

From the first brief to the next review

1. 01Understand responsibilities
2. 02Review controls
3. 03Define improvements
4. 04Monitor adoption

Before we begin