The core organisation of the Institute for Global Financial Integrity (TIGFI) is contained in its Corporate Governance Charter, embodying TIGFI’s Statutes and the international principles of corporate governance of the Organisation for Economic Co-operation and Development (OECD) and European Commission as well as those of the Luxembourg Stock Exchange. Its governing body is constituted by a Board of Regents and a Board of Directors, the latter having the responsibility and accountability of management and oversight of the Institute.

Operational oversight is exercised by the Executive Committee that is typically made up of members of the Board of Directors, but may comprise non Board members chosen amongst TIGFI’s Charter and Regular Members.

The Executive Committee has the responsibility to nominate an Executive Director who is responsible for the daily management of TIGFI. The Executive Director administers the operations of the Institute and coordinates the research and related activities of the Work Committees that are constituted by members and partners of the Institute.

Work Committees are organized on the basis of themes pertaining to critical areas of particular interest to the global financial sector, national financial centres and jurisdictions. The themes are further broken down into specific issues that are addressed within a Work Committee by Taskforces made up of members of the Work Committee. The resulting research reports and their recommendations are made available to the public at large to encourage open dialogue with all stakeholders.

The Institute’s operations per se are organized in two Departments, namely: the Research and Advisory Department and the Public Affairs Department. The Research and Advisory Department provides analytical and logistical support to the Work Committees and their Taskforces. The Public Affairs Department is primarily concerned with the organization of TIGFI public and private events and the logistical support of meetings held by the Work Committees and Taskforces.

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