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In this blog, we will delve into the biggest risks associated with subsidiary governance and explore strategies for mitigating them.

It isn’t easy being the Chancellor of the Exchequer in 2025. The Chancellor is restrained by two devices created by former Chancellors to reassure the markets. The first device is Gordon Brown’s “Golden Rule”, (the rule that says the current budget should balance) which was created to help New Labour win the 1997 election. The second device is the Office for Budget Responsibility, created by George Osborne in May 2010 to take economic forecasting out of the hands of optimistic politicians and put it into the hands of pessimistic economists.

Even without the broadening of the application of s172 of the Companies Act 2006, the power and reach of social media and the interconnectedness of societies as a consequence of globalisation has given all organisations the cause to reflect on their operational models, values and priorities.

In this comment piece, Derek Leatherdale, Senior Geopolitical Risk Adviser at Sibylline, explores how rising geopolitical tensions and fragmented regulatory landscapes are intensifying scrutiny on subsidiary governance

Combining a virtuous circle with a circular economy approach could potentially be beneficial for the organisation, its stakeholders, shareholders and the environment. It may also be one way of approaching the broader ESG agenda.

2020 will be discussed and referred to for many years to come, characterised by a numerous and complex set of pressures and demands from various stakeholders.

Dr. Sam De Silva, Partner at CMS, won the 2021 CGIUKI Award for Governance Champion of the Year in recognition of his work representing the British Standards Institute as the ISO Working Group Co-Convenor for ISO 31022.

The government’s £113bn spending review, unveiled on 11 June 2025, aimed to reset the political narrative by showing where they are prioritising spending.