The end of the year often brings a natural pause. It offers leaders and organisations a quiet moment to look back on the work they have done, the lessons they have learnt, and the direction they intend to move next. For the Society for Corporate Governance Nigeria, 2025 has been a year of consistent effort, deeper engagement, and meaningful expansion of our contribution to the practice of corporate governance across the country.

Interestingly, it was also a celebratory year as we marked the Society’s twentieth anniversary. This served as a reminder of how far SCGN has travelled since its establishment. It highlighted two decades of conversations, research, partnerships, advocacy, director development, institutional strengthening, and the ongoing push for an ever-improving governance culture. It provided perspective, and it reinforced the Society’s commitment to shaping responsible leadership that meets the realities of today and the demands of tomorrow.

A Year Defined by Action and Steady Commitment

It is worth noting that across sectors, leaders are facing environments that are more complex, more regulated, more digitally driven, and far less predictable. SCGN responded to this reality with programmes, publications, and initiatives that brought clarity and guidance to boards, executives, institutions, and governance professionals.

The Pro Bono Governance Advisory Initiative

A significant step forward this year was the introduction of the Pro Bono Governance Advisory Initiative. Through this effort, SCGN extends governance support to one small or medium enterprise and one nonprofit organisation every year. These organisations gain access to structured board advisory, process evaluation, and guidance that would ordinarily be out of reach. The initiative helps us demonstrate that good governance should not be exclusive to large corporations. Instead, it should be accessible to any organisation that is building foundations and pursuing long-term sustainability.

 We strongly believe that the impact of this programme is likely to be long-lasting. For many smaller organisations that are aiming for growth, the value of clear governance structures often becomes evident only when challenges arise. By intervening early, SCGN is helping such organisations build stability before they reach critical turning points.

Publications that Shaped Insight

Like every other year, SCGN continued to strengthen its role as a knowledge resource by delivering publications that documented the state of corporate governance in Nigeria and highlighted emerging expectations. But this year, we also focused on creating much more detailed resources to help organisations, leaders, and executives thrive and experience remarkable growth.

Some of the notable publications of the year include:

• A commemorative reflection highlighting the Society’s twenty years of governance progress.
• The Corporate Governance and Sustainability Reporting Review, which provided an analysis of reporting standards and board-level sustainability oversight.
• The 18th volume of the Journal of Corporate Governance, which explored themes such as ethics, organisational culture, accountability, digital governance, regulation, financial oversight, and leadership behaviour

These resources are designed to help organisations understand where they stand, what the regulatory and ethical expectations are, and how global standards are shaping local demand. They also offer boards and directors’ material that can guide strategic decisions in an increasingly demanding operating environment.

To get copies of Governance in Motion, Corporate Governance and Sustainability Reporting in Nigeria, and the Journal of Corporate Governance (Volume 18), Visit https://corpgovnigeria.org/publication/

Sustained Engagement and Wider Conversations

Throughout the year, the Society convened executives, board leaders, directors, policymakers, practitioners, academics, and stakeholders in several dialogues focused on strengthening governance culture. Through roundtables, forums, and workshops, SCGN encouraged open discussions on accountability, ethical leadership, inclusiveness, sustainability, and the evolution of board responsibilities.

These engagements have become essential touchpoints for individuals who want to remain informed, equipped, and connected to the broader governance community. They also reinforce SCGN’s approach to leadership development, which is not limited to classrooms or policy documents but includes ongoing conversation and peer exchange.

Looking Ahead: Preparing for a More Demanding Governance Climate

The Society’s 2026 programme calendar reflects the realities that boards and institutions are now facing. Issues such as sustainability, cybersecurity, data governance, artificial intelligence, enterprise risk, regulatory oversight, transparency, and resilience are no longer emerging concerns; they are now core concerns. It is important to stress that they have become central to decision-making and organisational credibility.

SCGN’s programmes scheduled for 2026 to address these focus areas include:

• Sustainability and board-level accountability
• Enterprise risk and cybersecurity
• Cultural and organisational accountability
• Strategy, resilience, and board effectiveness
• Digital governance, artificial intelligence, and data management
• International director certification programmes in the United Kingdom and Switzerland

Each programme responds to a clear need, and each one supports the growth of leaders who must operate in environments that are constantly evolving.

How Individuals and Organisations Must Position Themselves in 2026

1. Strengthen governance capacity early. Boards will require deeper knowledge and a broader perspective to operate effectively in 2026. Investing in director education is no longer optional, but essential.

2. Conduct internal governance reviews. Organisations should assess their board structures, processes, reporting frameworks, and ethical posture. A governance review ensures that organisations are prepared before they encounter regulatory or strategic pressure.

3. Engage with SCGN’s learning ecosystem. The Society’s publications, programmes, and policy dialogues provide important guidance. For example, they support leaders who want to think clearly, plan responsibly, and act with accountability.

4. Encourage a culture of transparency, not just compliance. Compliance may meet a requirement, but culture shapes behaviour. Institutions that embed ethical decision-making at every level are more likely to achieve stability and earn trust.

5. Build networks that support stronger leadership. SCGN provides a membership community where ideas, challenges, and solutions can be exchanged constructively. This network becomes increasingly valuable in uncertain environments.

A Closing Reflection

2025 has once again shown that governance is not a technical requirement. It is the framework that shapes the decisions that build or weaken organisations. It determines how leaders respond to risk, how organisations maintain accountability, how cultures develop, and how stakeholders judge credibility.

The Society for Corporate Governance Nigeria has spent the year deepening its work, extending its reach, supporting more organisations, and strengthening the knowledge base that leaders need.

As the year closes, the call is clear. Institutions must prepare for a future that will demand stronger judgment, clearer processes, and more responsible leadership. SCGN has laid the tools on the table. The coming year offers an opportunity for boards, executives, and professionals to use them with intention.

Happy Holidays!