Succession planning and leadership development are critical for building a resilient, sustainable business. What can organisations do to ensure they’re in the best possible position to meet emerging challenges and unexpected events in a complex, ever-evolving business and political environment?

The government’s recent announcement that it will build more data centres highlights the demand for technological infrastructure. As data centres expand, the discussion around their environmental, social, and governance (ESG) implications grows.

The UK is changing its listing rules to attract high-growth companies. These reforms aim to make the market more appealing while ensuring investor protection.

The Financial Reporting Council (FRC) recently reviewed the first mandatory Climate-related Financial Disclosures (CFD) prepared by AIM-listed and large private companies.

Although 63% of companies cite people-related risks including staff and skills retention as one of their principal risks only 35% of company secretaries say their executive pipeline has a sustainable pool of talent.

Untangling corporate governance

The operating environment for charities has become less benign in recent years. Changes in state funding for charities, the need for more diverse and creative income generation and concerns about executive pay, fundraising practices and the governance of some high-profile charities have all led to a perception that public trust in the sector is in decline.

How to manage disagreement to improve board dynamics

Boards need to discuss the issues and take the decisions that have a bearing on the long-term success of their organisation