Strong corporate governance begins in the boardroom, where strategic direction, oversight, and accountability intersect. In an era marked by increased regulatory scrutiny, heightened stakeholder expectations, rapid technological change, and growing ESG responsibilities, boards are expected to operate at a higher standard than ever before. Board effectiveness is no longer defined solely by experience or reputation; it is measured by the board’s ability to make informed decisions, manage risk, and guide the organization toward long-term sustainable value creation.
Achieving this level of performance requires more than capable directors or well-drafted policies. It depends on robust governance structures, clearly defined roles, disciplined processes, and a culture of continuous evaluation and improvement. When these elements work together, boards are better positioned to respond to complexity, uncertainty, and change.
One of the most critical yet often underappreciated elements of effective governance is the role of board secretary. Far beyond administrative coordination, the board secretary serves as a central governance professional and trusted advisor to the board and its committees. This role acts as a bridge between the board, management, regulators, and shareholders, ensuring that governance standards are consistently upheld.
The board secretary supports board effectiveness by enabling structured decision-making, safeguarding governance integrity, and ensuring compliance with legal, regulatory, and ethical obligations. Through accurate documentation, disciplined agenda management, and timely information flow, the board secretary helps directors focus on strategic priorities rather than procedural complexity.
Why is this role so essential?
Boards rely on high-quality information to make sound decisions. The board secretary ensures that agendas are purposeful, papers are clear and relevant, and decisions are properly documented and followed up. This discipline strengthens accountability and allows the board to operate efficiently and transparently.
In addition, the board secretary plays a vital role in maintaining statutory records, managing conflicts of interest, supporting director induction and ongoing development, and advising the board on evolving governance requirements. This advisory role becomes particularly critical during periods of transformation such as mergers and acquisitions, leadership transitions, restructuring, or regulatory reform. In these moments, the board secretary helps maintain continuity, stability, and compliance while the organization navigates change.
However, even with strong structures and capable governance support, effective boards cannot remain static. Continuous improvement is essential. Boards must regularly assess how well they are performing and whether they remain fit for purpose. This is where Board Evaluations become a fundamental governance practice rather than a procedural exercise.
Board evaluations provide boards with an opportunity to step back, reflect, and critically assess their effectiveness. When conducted properly, evaluations support better decision-making, enhance board dynamics, and strengthen overall governance outcomes. They help boards identify strengths to build upon, as well as gaps in skills, experience, or processes that may hinder performance.
Importantly, board evaluations go far beyond measuring attendance or formal compliance. A well-designed evaluation examines board composition, leadership effectiveness, committee structures, quality of debate, risk oversight, and the alignment between board activity and organizational strategy. It also allows boards to assess the contribution of individual directors, succession planning readiness, and the effectiveness of the relationship between the board and executive management.
Why do board evaluations matter in today’s environment?
Organizations today operate within increasingly complex economic, regulatory, technological, and geopolitical landscapes. Emerging risks related to cybersecurity, sustainability, digital transformation, and stakeholder activism require boards to be agile, informed, and forward-looking. Boards that do not regularly evaluate and refresh their practices risk becoming reactive rather than strategic.
Regular board evaluations demonstrate a strong commitment to governance excellence and accountability. They signal to investors, regulators, and other stakeholders that the board takes its responsibilities seriously and is willing to hold itself to the same standards of performance it expects from management. In many jurisdictions, board evaluations are also increasingly recognized as a marker of good governance practice and, in some cases, a regulatory expectation.
The combination of a strong governance framework, an empowered board secretary, and a structured evaluation process creates a powerful foundation for sustainable board performance. Each element reinforces the other: the board secretary ensures governance discipline and continuity, evaluations identify opportunities for improvement, and the board uses these insights to strengthen oversight, strategic guidance, and leadership effectiveness.
Hawkamah supports organizations across the region in developing and strengthening governance practices that enhance board effectiveness and long-term value creation. By promoting clarity in governance roles, professionalizing board support functions, and encouraging regular, meaningful performance assessments, organizations can move beyond a compliance-driven mindset toward true governance maturity.
In conclusion
Effective boards do not happen by chance. They are deliberately built through clear roles, disciplined processes, informed oversight, and a sustained commitment to continuous improvement. Recognizing the strategic importance of the board secretary’s role and embedding regular board evaluations into governance frameworks enables boards to operate with confidence, integrity, and strategic focus.
In an increasingly complex and demanding governance environment, boards that invest in these practices are better equipped to navigate risk, seize opportunity, and deliver long-term value. Governance excellence is not a one-time achievement; it is an ongoing journey—and effective boards lead that journey from the top.
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