Governance & Ethics
One model, three levels
What holds the group together
Learnis is not a single company with branches abroad. It is a confederation of national networks, each legally independent and each led by the people who built it.
What is shared is the methodology, the rules, the service model and the values. That choice decides the rest of the structure: what is common is settled once, at group level; what depends on a market is settled in that market.
Global — the Board
The group is led by a transnational board made up of the representatives or the owners of each national network.
It takes the strategic decisions, assesses how the business is performing on a global scale, and defines the growth and governance policies of the group in the group's own interest. It is also the body that ratifies the guidelines the committees draw up.
Global — the Committees
A set of Global Committees defines the principles and the general guidelines that govern the group's activity in specific areas: how courses are delivered, how communication is handled, the principles that govern the management of people, and the other core areas of the group's life.
The committees do not decide alone. They report to the Global Board, which takes the decision and ratifies the guidelines they issue. Their composition is currently being updated.
National — the head office in each country
Each country has a head office: the franchisor, or the lead company of the national network resident there. Its first task is to take the group's guidelines and translate them into national terms.
The representative of each country is the legal officer of their own company and takes the decisions on policy and strategy for that market, in line with the principles issued at global level. The Country Manager also runs the transmission belt between the global level and the local one, where the group does its actual work.
Local — the training centres
Learnis works locally through a wide network of training centres, each run by a franchisee or by a network partner under licence or under agreement, depending on the country.
The people who run those centres, and their teams, work to the global guidelines and to the rules their national network has signed up to. The point of that is simple: the same quality and the same service wherever the course is delivered.
The director of each centre answers for how it performs, for its compliance with the rules, for the conduct of the people who work in it, and for the satisfaction of the people who attend courses there.
What a national head office is responsible for
- Taking the group's guidelines and declining them into national policy and strategy
- Delivering the centralised services, the Master among them
- Training the instructors, and verifying that training
- Holding service standards across the whole national territory
- Reading the opportunities and handling the challenges specific to that market
- National communication, national lead-generation campaigns, and promoting the brand in that country
- Supporting the training centres, in the several ways each network provides for
| Level | Body | What it decides |
|---|---|---|
| Global | Global Board — the representatives or owners of each national network | Strategy, global performance, growth and governance policy. Ratifies the guidelines issued by the committees |
| Global | Global Committees | Principles and general guidelines for course delivery, communication, the management of people and the other core areas. Report to the Board |
| National | The head office in each country — franchisor or lead company of the national network | National policy and strategy, centralised services, instructor training, service standards, national communication and lead generation |
| Local | Training centres — franchisees or network partners under licence or agreement | Delivery. The director answers for performance, compliance, the conduct of the team and participant satisfaction |
Why three levels
What is common is decided once and holds everywhere. What depends on a market is decided in that market. What happens in a classroom is answered for by the person running the room. That arrangement is what lets Learnis operate in several countries at once, efficiently and without losing consistency — and it is what makes opening in a new country a matter of applying something already tested on the ground.
