Emma Dignam

How did your career as a company secretary begin? Was it always your plan?

Not at all! I fell into the company secretary world quite by accident. My first job was with USIT Travel, where I was introduced to statutory compliance, the Companies Registration Office and Boards. Honestly, I didn’t even know what a company secretary was at the time. But I soon figured it out, liked it, and the rest, as they say, is history.

Your career spans several sectors and even countries. Can you tell us about your early years?

Curiosity has always driven me. After starting out, I qualified as a chartered secretary by studying at night. In mid-1990s Ireland, it was an unusual path, there were a lot of misconceptions about the role. Corporate governance was only starting to evolve, and Ireland was slowly adopting best practices. Governance scandals back then also helped highlight the need for dedicated roles.

I spent time in London with a top-tier legal firm and a leading ad group, before returning home in the late 1990s to join Baltimore Technologies plc, then a prominent Irish internet security firm. Moving into a listed company environment was exciting and formative; I had to adapt quickly to new corporate governance rules and obligations, a theme that’s run through much of my career.

From there, you went on to navigate quite turbulent times, particularly during the banking crisis. What was that like?

Indeed. After Baltimore, I joined Investors Trust (now State Street) as Corporate Governance Manager, working with a portfolio of clients. I had one main client who was a real stickler for detail, something that sharpened my own attention to detail, a vital skill for any company secretary.

Then in 2008, just as the global financial crisis hit, I joined Ulster Bank as Deputy Company Secretary. It was a time of intense change and heightened board and governance activity. I often say I count those years in ‘dog years’ because of the sheer pace.

In addition, the regulatory landscape for financial institutions was transformed with new corporate governance codes, fitness and probity standards, and much stronger board oversight. The Companies Act 2014 also came into play, alongside several key internal leadership and board changes. And in 2012, the Bank faced a major IT crisis, putting us in full crisis management mode. As liaison between the Board, management and stakeholders, it was crucial to ensure board processes stayed intact and that we maintained reliable records of decisions and their rationale.

Today you are Company Secretary and Head of Governance with Aon. How has your role evolved there?

When Ulster Bank began winding down its Republic of Ireland operations, I moved to Aon in September 2017 as Company Secretary, initially joining on a part-time basis which suited me then as I needed to reset my work-life balance. But before long, the role became full-time, expanding to cover all of Aon’s Irish legal entities, plus becoming assistant company secretary of Aon plc. My role involves ensuring compliance with relevant legislation and regulations, supporting Board and Committee activities, engaging with multiple stakeholders, as well as promoting a culture of governance and best practices.  As a global firm, I am often involved in cross-jurisdictional and global strategic projects which is hugely interesting.

That’s often the nature of this work, you step into one role, and it grows into something bigger. Now, I wear multiple hats: governance expert, board facilitator and trusted adviser. I work across multiple jurisdictions and diverse board structures, which shows just how transferable these skills are.

I’m fortunate to be in an organisation that truly values strong corporate governance and the role of the company secretary. A key strength of company secretaries is our resourcefulness, we may not always have every answer, but we’ll certainly know someone who does.

What do you see as the heart of the company secretary’s role today?

It’s hugely varied. I sometimes describe myself as an octopus, highly adaptable and managing many activities simultaneously, all while staying alert to what’s happening across the organisation.

While roles can differ by company, certain principles are universal. It’s a position of deep trust: I believe I’m trusted by the Board for my objectivity, and by management for my discretion. I see myself as the ‘conscience and memory’ of the company, always scanning for what matters, joining the dots, and helping ensure directors are informed and focused on the right issues.

Being the board's eyes and ears as well as being able to navigate interpersonal dynamics, requires strong EQ skills. I’m very much a people person, engaging across all layers. I see how matters move up from within the business to the Board, knowing what needs to be escalated, and what doesn’t.

How does risk management fit into your work?

It’s central. I truly believe the role of the company secretary is fundamentally preventative, key to ‘protecting the house.’ By keeping my ear to the ground and staying connected, I can often anticipate risks early and embed good governance practices.

Working closely with legal, risk and ESG colleagues, I’ve seen the company secretary role evolve dramatically over my career. It’s shifted from mainly administrative compliance to a strategic governance position. Company secretaries now have a real seat at the table. We’re seen as crucial to how boards and organisations operate.

That said, I’d love to see even more companies recognise this value. Especially in SMEs, it can seem like an added cost, but I firmly believe prevention is better, and cheaper, than cure.

How has being a member of IoD Ireland supported you on this journey?

I’ve always had an appetite for learning. Joining the IoD and completing their Chartered Director Programme was a natural step to deepen my skills and governance qualifications. I value how the IoD drives corporate governance standards and helps directors and boards be their best.

The programme helped me view things through a director’s lens, understanding strategy better, knowing what questions to ask and what red flags to look for. Better informed directors make better decisions. Peer learning was equally powerful. Hearing diverse perspectives from fellow participants was hugely insightful. Even though I’m well-versed in governance and risk, I learned so much from those with financial and strategic expertise. The IoD does a brilliant job of bringing people together, just like a real Board.

And looking to the future?

I want to keep learning and championing good governance and the vital role of the company secretary. I’ve had an incredibly rewarding career, working with many different types of Boards. Being an IoD member means I can keep up with governance trends through their programmes and events, which in turn helps me share fresh insights with the Boards and wider stakeholders I support, ultimately helping them be more effective and driving long-term business success.