Companies House outlines ambitious long-term vision to support economic growth

6th November 2025

A new 5-year strategy sets out the agency's aims to support economic growth by improving corporate transparency and protecting businesses and individuals from harm.

Companies House has laid out an ambitious vision for its future designed to boost economic growth, by continuing to transform itself into a more active gatekeeper over its data and take further steps to crack down on economic crime.

By ensuring Companies House data is authoritative and transparent, the agency aims to increase its value to the users who depend on it, including businesses, researchers, government, and public bodies, as well as the public.

The new 2025 to 2030 strategy outlines how Companies House aims to further improve customer experience using modern technology, ensuring efficient and seamless services for legitimate businesses.

The strategy contains the agency's vision to enhance corporate transparency by building on the progress made under reforms brought about by the Economic Crime and Corporate Transparency Act.

By leveraging the powers contained in the Act and collaborating with key partners across government and beyond, Companies House will promote a transparent and accountable business environment, which strengthens confidence in the UK economy.

In a foreword to the new strategy, Companies House chief executive, Andy King, said:

This strategy positions Companies House to play a broader role in promoting economic growth and in disrupting economic crime.

Companies House data is used every day by businesses and citizens to inform decisions. We will be innovative in how we enable use of our data, in partnership with key stakeholders, to unlock opportunities and support business growth.

He added - I look forward to leading this organisation as we embark on this journey together.

The Strategy

1. Chair's introduction
As Chair of Companies House, it is my privilege to introduce the new strategy for 2025 to 2030.

Companies House’s role in supporting economic growth has never been more important. Over the next 5 years, the agency will become a more active gatekeeper of the UK’s corporate registers, whilst continuing to provide the benefits of limited liability through incorporation. This activity shapes the UK’s business environment and builds confidence in the UK economy.

The Economic Crime and Corporate Transparency Act 2023 had a profound impact on Companies House, introducing new powers to disrupt economic crime and reforms to drive greater transparency and accountability through the UK’s corporate registers. This strategy sets out how Companies House will continue the implementation of those reforms and grow the benefits from new powers as part of the wider law enforcement ecosystem.

At the same time, Companies House will continue to focus on improving customer experience, underpinned by modern technology that enables efficient and seamless services for legitimate business. Users of Companies House data will also benefit, as the strategy enhances the authority and transparency of the registers.

This is an ambitious strategy for the next 5 years, with changes both for the customers and staff of Companies House that will set the agency on a strong path for the future.

I would like to thank all colleagues, stakeholders and partners for their commitment and collaboration, and I look forward to the journey ahead as we bring our strategy to life.

John Clarke
Chair, Companies House

2. Chief Executive’s introduction
This strategy positions Companies House to play a broader role in promoting economic growth and in disrupting economic crime.

Companies House data is used every day by businesses and citizens to inform decisions. We will be innovative in how we enable use of our data, in partnership with key stakeholders, to facilitate the flow of credit and support business growth.

We will put customers at the heart of what we do, investing in our systems and services to meet customer expectations and secure high satisfaction.

At the same time, we will enhance our intelligence and enforcement capabilities to protect the integrity of our registers. Those who seek to undermine the UK’s business environment by misusing the registers will find us determined and equipped to respond.

This strategy is also about our people. As the environment around us changes, the culture of Companies House needs to evolve. That means being even more focused on our customers, and on the capabilities, skills and talent we need to serve them, embracing partnerships and challenging ourselves to do things differently.

I look forward to leading this organisation as we embark on this journey together.

Andy King
Chief Executive and Registrar of Companies

3. Our purpose
Since we published our last strategy in 2020, Companies House has an expanded purpose. We continue to grant limited liability through incorporation, register company information, and make it available to the public - but we now also have an active role in disrupting economic crime.

We have a greater role than ever in supporting economic growth. We do this by promoting a transparent and accountable business environment, which strengthens confidence in the UK economy.

4. Our registers
We are the largest known register of limited liability companies in the world and play a leading role in company registers on the international stage.

More than 5.4 million limited companies are registered in the UK, and over 500,000 new companies are incorporated each year. This makes us an indispensable source of data for business and consumer decisions, and a valuable partner in the fight against economic crime. The data on our registers has been valued at between £1 billion and £3 billion (2019 figures).

5. Our vision
By 2030, Companies House will be the trusted guardian of corporate transparency, acting as a catalyst for economic growth, while protecting business and people from harm.

6. Strategy context
Since 2020:

we have gained new statutory powers which help us improve the accuracy and reliability of information on our registers
we have begun to take action against economic crime by becoming a more active gatekeeper, proactively sharing data, and deploying new sanctions
we have been transforming as an organisation to allow us to deliver on our new role
we have introduced the Register of Overseas Entities to improve transparency of assets held by overseas entities
we have grown our collaboration with partners in government, including HMRC and The Insolvency Service
The Economic Crime and Corporate Transparency Act (2023) (ECCT Act) marked the most significant reform of the role of Companies House for 180 years, introducing new Registrar of Companies’ objectives and enhanced powers to improve the integrity of the registers.

The Registrar’s objectives are to:

ensure that anyone who is required to deliver a document to the registrar does so (and that the requirements for proper delivery are complied with)
ensure information contained in the register is accurate and that the register contains everything it ought to contain
ensure that records kept by the registrar do not create a false or misleading impression to members of the public
prevent companies and others from carrying out unlawful activities or facilitating the carrying out by others of unlawful activities
In 2025, we celebrate 10 years of free access to open data. The UK was the first country to establish a truly open register of business information. This was a considerable step forward in improving corporate transparency, making it easier for businesses and members of the public to research and scrutinise companies and connected individuals. Our registers continue to underpin business and consumer decisions. We are proud of this legacy and look forward to enhancing the quality and interoperability of our data, raising the value of our registers further.

In the next 5 years, our new powers will have a significant impact on how we work and implementing further reforms will be a major focus. However, our founding purpose of granting limited liability through incorporation remains as vital as ever to encourage new businesses. Limited liability for small UK companies has been estimated (2021) to be £7.7 billion per year, with the total value of incorporation estimated to be £9.6 billion per year.

At the same time rapid technology and data innovation is creating both opportunities and challenges for Companies House.

Over the next 5 years, we will take steps to become a more modern, technology-enabled and data led organisation, with transparency at our heart. This will strengthen our resilience, capability, and capacity to provide user-centred services and valuable data, long into the future.

Our longer-term goal is to lead the corporate registry standard in quality and transparency that others will seek to follow, harnessing the power of reliable data to foster business confidence and support global innovation​. We will challenge ourselves to be innovative in our thinking, using more sophisticated technology, and to redefine collaboration across government and beyond. We will pursue more efficient solutions to secure Companies House as a vital partner in the economic crime ecosystem, in the UK and internationally. We will continue to attract and retain the best talent to deliver outstanding services.

This strategy will guide our decisions and actions over the next 5 years. We have worked closely with the business community and government departments to shape our strategic objectives. We have aligned our priorities with the government’s mission to kickstart economic growth, while at the same time supporting efforts to combat economic crime and ensure our national security.

We will strive to provide sustainable public services, making responsible use of fee-generated income, and contributing to the government’s efficiency agenda. We will continue to seek reduction of our environmental impact, to contribute to the government’s greening government commitments.

7. Our objectives
We have engaged sector leaders and stakeholders from across the UK to shape our objectives for the next 5 years. These are ambitious, impactful, and together they underpin our outcomes.

1. Ensure data is authoritative and transparent to increase its value to users and support economic growth.

2. Prevent, detect, and disrupt economic crime to safeguard the integrity of the registers and protect individuals and businesses from harm.

3. Implement reforms to the UK’s company law framework to increase corporate transparency and improve the integrity of our registers.

4. Provide seamless services that make it easier for people to do business with Companies House.

5. Modernise our technology to be secure, responsive, and efficient.

6. Evolve our culture and conditions to enable our people to perform at their best and be fulfilled in their roles.

7.1 Ensure data is authoritative and transparent to increase its value to users and support economic growth
We are custodians of a vast amount of valuable data and support a range of users who depend on our registers including businesses, researchers, government, and public bodies, as well as the public.

However, we cannot realise the full value of our data to our users until we have increased its quality, and interoperability. Fully implementing legislative reforms and modernising our technology infrastructure are essential enablers to unlock these challenges.

We have already started using our new powers to query, remove and annotate our data, to make our registers more accurate. Using new tools and technologies we will develop more innovative, efficient, and sustainable cleansing solutions to increase the quality of the data we hold.

Next, we will increase the quality of data further by introducing new data quality and compliance controls. We will improve data accessibility by standardising and then automating for exchange with partners. This will also enrich the quality through integration with other datasets.

Reliable data is key to understanding our own operations and performance. It will help us be efficient and innovate to meet user needs and expectations.

We’ll achieve this objective by:
providing a single source of reliable, reusable and traceable data through our cloud data platform
introducing new tools and automated controls to cleanse, validate and verify data to increase its quality, directing human intervention to more complex judgement or decisions - as we scale these interventions the volume of data quality issues that affect the integrity of the registers will stabilise and then reduce
creating data exchange between Companies House and public and private sector partners establishing secure and ethical agreements to share and match data responsibly
implementing data management frameworks that meet the highest national standards, to secure our data from unauthorised access, enable interoperability and enhance operational efficiency and effectiveness
building operational and performance monitoring data products and dashboards to optimise our decision making
leading a culture of innovation and experimentation around data through engagement, evaluation, and research
Outcome
We will be able to demonstrate increased quality of data on the registers and increased value of the registers to the UK economy and our users.

We will have created opportunities for new partnerships and innovation in data consumption informed by customer and user research and insight.

We will have improved our own performance and will be increasing efficiencies and creating opportunities for innovation, using data insights to inform our decisions.

We will be able to keep up with growing demand and complexity of data.

7.2 Prevent, detect, and disrupt economic crime to safeguard the integrity of the registers and protect individuals and businesses from harm
We know people misuse our registers, using the facade of legitimate business to disguise fraud, bribery, corruption, and money laundering for the financing of terrorism.

In 2024, we published our first strategic intelligence assessment and developed a control strategy to address threats to the integrity of Companies House registers. This informs our activities to address the abuse of UK corporate structures that facilitates economic crime. And our new powers allow us to share intelligence and collaborate with public and private sectors, including law enforcement bodies.

We want to see consistently high standards of compliance with legal requirements and will make it more difficult to intentionally misuse the registers for criminal activity.

We’ll achieve this objective by:
expanding our intelligence capability and undertaking regular strategic assessments to increase understanding of threats to the registers and behaviours behind misuse
using advanced data techniques, analytics, and innovative technologies to analyse company behaviours at scale and detect suspicious activities
conducting risk assessments of companies and transactions to detect non-compliance, inform preventative service design and support targeted enforcement activity
expanding our collaboration with trusted partners, at home and abroad, using combined data, intelligence, powers, and financial or criminal penalties to have the greatest effect
raising awareness of emerging threats and providing advice to individuals and businesses on measures to safeguard their information, promoting our actions to deter future criminal behaviour where appropriate
promoting awareness of our reforms and changing role among international partners, raising standards globally
Outcome
We will have an increased understanding of the abuse of UK corporate structures, and we will have taken faster action, in collaboration with partners, to prevent and disrupt economic crime.

We will have increased compliance with legal requirements and will be protecting the registers from vulnerabilities through our increased understanding of risks.

We will have reduced personal and financial harm to businesses and individuals relating to the misuse of information by criminal actors.

We will have increased public trust and confidence in the integrity of the registers and secured our reputation as an effective partner across the economic crime ecosystem.

7.3 Implement reforms to the UK’s company law framework to increase corporate transparency and improve the integrity of our registers
In the past, we have not been able to act against inaccurate information or misuse of the registers.

In recent years, new measures to create a more transparent and accountable business environment and reduce economic crime have had an impact on the role of Companies House.

We will implement further reforms to the formation, ownership, and ongoing reporting of companies to increase the transparency and breadth of information available on our registers. These reforms will also increase scrutiny and verification of information about companies and those setting up, running, and filing on behalf of them.

The value of corporate transparency in tackling economic crime is estimated (2024) to be between £170 and £460 million per year for private sector organisations, which is expected to double following reforms.

We’ll achieve this objective by:
implementing a robust, compulsory identity verification process for people setting up, owning, and running companies, whether directly or through an authorised corporate service provider (ACSP)
scaling the use of our powers to check, remove or decline information submitted to, or already on, the registers
tightening registration and ongoing filing requirements for limited partnerships, de-registering those which no longer meet requirements
making sure that compliance with the registrar’s objectives are consistently applied to the Register of Overseas Entities (ROE)
allowing access to certain trust information within ROE on request, increasing transparency of overseas ownership of UK assets
enabling more individuals to request protection of current and historic personal information, where they are at personal risk
evaluating the impact of changes to company law to inform future services and policy decisions
Outcome
We will have embedded the reforms set out in the ECCT Act to meet the registrar’s objectives, supporting legitimate enterprise, and helping to prevent and disrupt economic crime.

We will have provided greater protection for individuals at personal risk of harm by removing their personal information from the registers.

We will have increased transparency by confirming that people owning and running companies are who they claim to be and by making more information about the registration and filing of companies available to the public.

7.4 Provide seamless services that make it easier for people to do business with Companies House
We take pride in maintaining high standards of customer service and customer satisfaction and actively monitor how we deliver our services, to evaluate and prioritise improvements.

Our aim is to provide simple and accessible services to keep legitimate business activity moving and our registers up to date and accurate. Supported by investment in our technology, we will ensure our services provide a seamless customer experience.

As we continue to enhance digital services, we will seek opportunities to introduce new technology and use government platforms and GOV.UK apps to provide a better user experience for our customers.

Changes to our services will be streamlined and simplified as we modernise the infrastructure that our services are built on, while reducing reliance on inefficient paper and manual processes.

We’ll achieve this objective by:
providing new guidance to help people understand their responsibilities under UK company law and help them find the services they need quickly
introducing self-service contact options (including AI) to allow customers to resolve issues quickly and efficiently, improving first time contact resolution and overall quality
using digital channels to keep in touch with customers about their compliance requirements for more personalised, accessible, and faster communication
automating processes, to make submitting required information easier, whilst also improving data quality
engaging with customers and stakeholders, recognising their diverse needs, and using service data to inform continuous improvement of our services
continuing to meet high service standards for accessibility and quality
Outcome
Customers’ experience with Companies House will be timely, clear and simple, allowing them to succeed from the outset.

We will process information more quickly and make quicker decisions through the automation of processes.

We will have a better understanding of our customers and their needs by combining insight from feedback, research, and service data.

We will have adapted and evolved our services and will be better prepared to meet future customer expectations.

7.5 Modernise our technology to be secure, responsive, and efficient
Our aim is to ensure our digital infrastructure is secure, simple, and modern, so that our people can work efficiently and effectively, and we can maximise the value of our data.

Outdated infrastructure and platforms are costly to run, make it more difficult to deliver effective and reliable services, and are unable to support modern ways of working. Older and unsupported technology is also less secure, increasing the risks of fraud and error, and from cyber-attack.

We need to simplify our technology and build resilient, flexible infrastructure that can scale to user demand and adapt to future change. Modernised infrastructure will allow us to exploit new opportunities. This will improve our performance and efficiency and enable us to integrate with cross-government digital services.

The latest tools and technology, including AI, present a wide range of opportunities for higher productivity in delivering our services and more satisfying roles for our people. We have already made progress in exploring the diverse application of AI, machine learning and new technologies. To maximise its value, we must increase data quality and ensure ethical use of AI to protect users and colleagues.

These are the essential foundations needed for seamless services, prevention, detection and disruption of economic crime and authoritative and accessible data. Without them, our ambition will be constrained by our technology.

We’ll achieve this objective by:
identifying, removing, and simplifying our infrastructure with more efficient, secure and scalable technologies and platforms that will better support current and future business requirements
using cloud technologies, to increase our agility and provide secure, scalable, and cost-effective storage of our data
introducing automated security solutions to identify and mitigate against vulnerabilities, improving our resilience to cyber threats
developing business-led and ethical use of AI and machine learning based on stronger data, to improve productivity, efficiency, and accessibility
Outcome
Systems will be quicker and easier to use, providing better experiences for customers and users.

We will have increased our ability to change and adapt to user needs and will be better equipped to participate in cross-government digital public services.

We will have achieved better value and sustainability through reducing costly maintenance and development.

We will have improved security, consistency, accessibility, and interoperability of our services and data through our modern infrastructure.

7.6 Evolve our culture and conditions to enable our people to perform at their best, and be fulfilled in their roles
We are proud of our people and entrust them with the responsibility for maintaining the crucial economic assets that are our registers. We are an Investors in People Platinum award winning employer and will strive to maintain future recognition for putting people at the heart of what we do.

Our people must have the capability, capacity and resilience necessary to thrive in our expanded role. Evolving our skills, operating model and culture will allow us to engage and motivate our people to provide excellence at every level of the organisation.

We are dedicated to attracting, developing, and retaining exceptional talent by fostering an inclusive environment that celebrates diversity. We believe that a diverse workforce is essential for building a resilient, skilled, and dynamic organisation, and one that’s fully equipped to meet the challenges of the future.

We will continue to work with the Government Property Agency (GPA) to secure an estate that is fit for purpose and supports collaborative working, including the longer-term business needs of our Cardiff office.

We’ll achieve this objective by:
enhancing our approach to strategic workforce planning and skills, using data to anticipate and meet future needs
refining our operating model to meet service delivery expectations, with clear roles and responsibilities to increase our performance and resilience
expanding our outreach and talent acquisition strategies to strengthen capabilities in critical roles, while also investing in the long-term sustainability of skills across our workforce
providing modern, self-directed learning that empowers our colleagues to grow and thrive
fostering a culture of continuous development, enhancing individual potential and attracting and retaining new talent equipped with the skills and capabilities we need
making sure our colleagues have access to essential skills in leadership and innovation, and foundational digital and data skills to fulfil their roles
evolving our culture to support innovation through the use of AI and automation, collaboration, wellbeing and engagement
rewarding behaviours that meet our values
working with the GPA to ensure we secure a future estate that meets our business needs and requirements for effective and collaborative working
Outcome
We will have evolved our people, structure, and capabilities to deliver effectively in our expanded role.

With the skills, agile learning approaches, and inclusive recruitment practices in place, we will be equipped to adapt to a changing environment, successfully attracting and retaining diverse talent, including the future leaders of our organisation.

Colleagues will feel empowered and engaged through our vibrant culture, inspiring learning opportunities and dynamic ways of working.

Our modern and collaborative workspaces will be supporting colleagues to thrive in their roles and deliver efficient, effective services for our customers.

8. Measures of success
Our goal is to be transparent and accountable for our performance and impact.

We are developing a new approach to performance measurement and reporting aligned to our strategic objectives, to monitor the quality and effectiveness of our work.

We will use our annual research and evaluation programme to provide insight into the impact of our strategy. For example, individuals’ understanding of their duties and responsibilities, the value of the registers and public attitudes towards Companies House.

As our data improves, so will our ability to expand our measures and insight. We will report on progress against our new performance framework in our annual report and accounts 2025 to 2026.