Over recent weeks, I have been struck by how consistent the challenges facing governance professionals are, from Ireland to the global stage. This blog reflects on why professional standards, collaboration and recognising excellence matter more than ever.

Today’s King’s Speech sets out a legislative programme shaped by a more volatile and uncertain operating environment, with a focus on economic performance, institutional effectiveness and national resilience.

Tina Rosenow is the Senior Governance Manager for a health care regulator. In this comment blog, she shares how she completed the Advanced Certificate in Corporate Governance whilst juggling personal responsibilities and why she won’t let constraints hold her back.

Sunita Yardley-Patel is the Head of Governance at Ormiston Academies Trust. In this comment blog she considers who gets to govern and why broadening access and redefining experience is critical to effective boards.

Joshua Domb is the founder of Gen-R Law, a climate and ESG-focused law firm. He advises on governance and compliance, including the management of supply chain risk. In this comment blog, he explores why modern slavery and human rights abuses are critical risks that businesses must actively manage to ensure accountability, resilience, and long-term trust.

Changing a company’s year end and the filing of the B83 sometimes leads to confusion among presenters

Risk is now a mainstream topic of conversation. In the past, risk was associated primarily with fast-moving innovative businesses (and with particular events such as product launches); but the UK’s risk landscape has changed radically in the last decade.

The Financial Reporting Council (FRC) has finished consulting on its proposed changes to the Code. The UK Stewardship Code sets a standard for how investors manage their responsibilities and aims to ensure that investment decisions drive long-term value and create positive societal outcomes.

Boards really matter. A successful board of directors adds significant value to an organisation and its stakeholders. Good boards do not happen by accident. Nor does board effectiveness last indefinitely. Many boards don’t achieve their potential because they remain collections of individuals and never form into a team.