Governance includes monitoring the plans implemented by members of a supervisory body of an institution. To do this, budgets and controls should remain adequate. Reinforcing genuine governance is important but more often than not, we see that people can threaten it. Some companies falsify data to meet their contracts in time. That is why eliminating such contracts can change such disciplines from occurring. Therefore, replacing the performance contract will not jeopardise the governance but rather benefit the governance instead. Firms that do implement beyond budgeting also allocate strong internal audit departments to make sure that internal controls are undiluted. It is integral to focus on risk control and strategic issues. Beyond budgeting can provide a unified approach to businesses. One of the priorities of beyond budgeting is “a governance framework based on clear priorities and boundaries” (Hope and Fraser, 2003). This means that the governance obligations will be satisfyingly met, as well as promote community spirit. Another principle ” Frontline teams with the freedom to take decisions in line with the company’s governance principles and strategic goals” (Hope and Fraser, 2003). This promotes higher standards and expectations from the governance to the rest of the business as a coherent approach. Beyond budgeting allows for an effective governance that supports the local decision-making process. People can make mistakes and they are tolerated to an extent. It can help employees build trust with managers and other governing bodies. Values such as openness, integrity and fairness allow another addition to an effective risk management system. Beyond budgeting is also decentralised which means that it does not follow the traditional budgeting where in which leaders do the planning and controlling organisations. In beyond budgeting, the governance uses clear values as a base for an action and not a mission statement or a plan.