Effective governance contributes to the success of an organisation or institution. For listed companies, the Corporate Governance Code provides direction for shaping effective governance with regard to issues such as culture, risk management and effective supervision. This code also serves as a model for various governance codes developed in the semi-public sector.

Would you like to further develop the culture of your company with an appropriate tone at the top? How does your Audit Committee or Supervisory Board function? Does your Supervisory Board have the right focus on digital issues in your organisation?

Setting up and structuring the supervisory board 

Your organisation has reached a size that makes the need for a Supervisory Board more acute. We are happy to support you from start to finish in the preparation, planning and implementation of the set-up and structure of your supervisory body. Furthermore, we can coach the new members and provide tools for effective supervision and contribute to the long-term value creation of your organisation.

Coaching and facilitating self-evaluation of management and supervision 

Do you need to evaluate the management board, the supervisory body or the Audit Committee? We facilitate an evaluation of, for example, the Audit Committee. Subsequently, we can help with the elaboration of an improvement plan, but also with training and coaching of audit committee members or supervisory directors.

Integrity and ethics 

Does your organisation's moral compass point in the right direction? Does your organisation operate with integrity? And is this backed by a widely supported code of conduct, or is it just a document? We would like to help you revive the code of conduct, improve openness in the workplace and make dilemmas a topic for discussion (again) in order to strengthen integrity in behaviour and the learning capability of your organisation.

Sustainability in governance 

Do you also believe that successful enterprise and sustainability go hand in hand? And does your organisation have to meet increasingly higher expectations of society and/or increasingly stringent requirements from regulators? Our services are aimed at helping organisations realise sustainable long-term growth . Mazars advises you based on its own 'Mazars for Good' vision, aimed at increasing trust in companies, strengthening our society and creating positive impact.

Internal control assessment 

The Corporate Governance Code demands accountability for risk management and control systems . You do not have a framework for this. In consultation with you, we assess the current wide processes to achieve such accountability, while making recommendations for improvement.

Assessment of relevance of internal audit function

Did you not set up an internal audit function yet? In accordance with the Corporate Governance Code, the Supervisory Board must assess this situation annually and report on this in the annual report. Are you struggling with this complex issue? Based on organisational size, risk profile, culture and governance structure, we map the potential added value of the internal audit function, including benchmarking as input for your evaluation, if desired in consultation with the Executive Board. From an executive role, you may already have toyed with the idea to start with an internal audit function in view of your organisation's risk profile and growth. Together with you, we explore a tailor-made scenario for starting an appropriate and valuable fulfilment of the internal audit function .

Collaboration GRC functions 

Is the collaboration between risk management, compliance and internal audit functions not ideal, or do they even work in a piecemeal fashion? We truly believe that proper cooperation between these bodies may actually lead to synergy. Together with you, we will set up risk management, compliance and internal audit functions and we will provide you with solutions for proper coordination. We can also help you further develop the fields of risk management, compliance and internal audit.

Governance in the cultural sector 

The Cultural Governance Code requires cultural organisations to have the Executive Board and the Supervisory Board discuss the division of roles between the two parties. But what is the best way for you as an organisation to do this? Mazars introduces a pragmatic paradigm that forms a simple basis for the structure of governance and provides valuable input for an assessment framework for a Supervisory Board. Similar direction is given in the many other governance codes, especially in the public and semi-public sector.