16 A letter from LCCI President Michael Mainelli
Modern governance for a modern chamber: strengthening LCCI for London’ s future
Built on heritage, tuned for today
If you were drafting governance for a global business hub today, you probably wouldn’ t start in 1881.
Yet that is how the London Chamber of Commerce and Industry’ s( LCCI) governance began, founded at Mansion House to champion trade, represent business, and solve practical problems for members. Those aims have stood the test of time. The structures supporting them, however, need the occasional refit. I know, I lived in the Grade I listed Mansion House, built in 1752, in 2023- 2024 as Lord Mayor. From installing gas to electricity to telephones to wifi, upgrades are essential to survival.
After two years of detailed work, extensive consultation, and a healthy dose of member scrutiny, the LCCI Board is unanimously recommending a modernised governance framework. Not to change what the Chamber does, but to ensure it does it faster, better, and more accountable. In this short paper, I will set out why I support the changes and am asking members to do the same via the AGM voting process.
The objective: better decisions, stronger voice
At last year’ s AGM, members approved updates to the Articles of Association. These trace their lineage back to the Victorian era and, while periodically revised, have now been aligned more closely with the Companies Act 2006 Model Articles. This is less revolution, more renovation.
The reforms have four clear aims:
• Align with modern governance best practice
• Improve decision-making and accountability
• Clarify the roles of Board and Council
• Make better use of members’ expertise.
Crucially, nothing here alters the Chamber’ s purpose or members’ rights. This is about execution, how effectively LCCI converts member insight into action.
Traffic in front of the Bank of England in the City of London, 1885 – 1895
What’ s changing?
A Board that reflects business reality – non-executive directors will now serve fixed three-year terms, renewable( with member approval). This replaces retirement by rotation with something more transparent and performancefocused.
The majority of non-executive Board members – up to nine – will come directly from LCCI’ s membership networks. In other words, the Board will look and think more like the businesses it represents. Where specialist expertise is needed, independent directors can be brought in. Think of it as strengthening the bench without losing the team.
A Council that is clarified, not curtailed
Let’ s tackle the obvious question: what does this mean for the Council? The Council will remain the principal advisory mechanism through which members influence policy, strategy, and direction( with the Board concentrating on governance and oversight). The Council’ s role will be more clearly defined as it will:
• Coordinate policy and representing member views
• Act as ambassadors for LCCI and its community
• Advise on key issues affecting London business
• Connect expertise into the Chamber’ s policy work
• Receive and scrutinising regular reports from the Board.
If the Board steers, the Council navigates. Now the map is clearer.
Bye-laws that open doors, not close them
The updated bye-laws bring longoverdue clarity and consistency. More importantly, they create transparent pathways for members to step forward as Policy Committee Chairs, deputies, committee members, or network participants.
This is a shift from passive membership to active participation. The Chamber works best when its members are not just represented but involved.
Skills, standards, and a bit of discipline
A formal skills matrix ensures the Board and the Council reflect the breadth of London’ s business ecosystem. The Council’ s Code of Conduct has