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Market Abuse
Bribery & Corruption
Whistleblowing, Conduct and Culture
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Topics of strategic significance
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3
You may already know what training you’d like. Perhaps it's a focus on some key topics, or updates on recent developments, or training for new directors. Perhaps it relates to an acquisition or a particular line of business.
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Topics of strategic significance
Topics of strategic significance
To give you some inspiration, here is a selection of our guides to practical risk management. These short, focused reports take both a commercial and a legal view of a range of business risks, offering an overview of the key issues, commentary from business leaders, and a summary of clear practical steps for risk mitigation.
We can include any of these topics in your Advising the Board training. While these reports are top-level summaries - created as part of our wider Risk, Resilience and Reputation programme for clients - we can cover any of these subjects in as much depth as you and your board wish, from whatever angle is appropriate.
And as your training programme is completely bespoke, we can also include any other risk issues that are – or ought to be – on your directors' radar.
How to deal with Dawn Raids and regulatory investigations
Operational resilience: Handling a major cyber or data incident
ESG and Climate Change – what it means for the Board
Competition – compliance issues
Shareholder Activism and abuse of shareholder rights
HR best practice – and what to do if it goes wrong
Operational/ Technology Risk
AI Risk
Restructuring & Insolvency
Remuneration/
RemCo Risk
Health & Safety
Risk
Joint Venture Risk
Product
Liability Risk
Class Action Risk
Office Relocation Risk
IP & Confidential Information Risk
Refresher training to help your Board understand their individual accountability under SMCR (Senior Managers and Certification Regime), the regulatory expectations and how to practically ensure and evidence compliance with the conduct rules. Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Tailored training on market abuse both for listed companies and financially regulated firms focused on your business, covering what is market abuse, how to avoid and how to handle investigations and regulatory enquiries based on our practical experience.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Here is a selection of topics for you to consider
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a major incident occur?
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Pensions have become a key risk area for Boards where there is a defined benefit occupational pension within the group. Constantly developing legislation and regulatory oversight together with new fines and criminal sanctions mean that almost all corporate transactions now need to be viewed though a pension scheme filter. Our training can support you to develop an informed and robust decision-making process to help mitigate these risks.
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
This training focusses on promoting good behaviour in the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Develop your programme
01
02
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Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board. Failure to comply with health and safety legislation, and to implement effective procedures to protect employees and non-employees, can have profound consequences for businesses and individual members of the board who may be personally liable for any breaches. Directors should be actively involved in the implementation of health and safety policies and procedures
to ensure risks are assessed and well-managed.
Contacts
Name
Title
Contact
Name
Title
Contact
04
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Directors have a key role in making sure that their businesses are aware of and have strategies in place to deal with financial risks. Any board that is unable to deal with these issues could face severe penalties, ranging from personal liability for individual directors to civil sanctions and disqualification. It is crucial that financial risks are dealt with robustly in any compliance strategy.
Name
Title
Contact
Name
Title
Contact
Contacts
Download our report
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
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Title
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Title
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Contacts
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It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director.
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Directors should be involved in decisions concerning the selection of IT systems and suppliers. They may find themselves facing questions from shareholders, customers or even the media if technology failure has an impact on the ability of a business to deliver services or a new IT system does not deliver the benefits the business expected. In a competitive sector, the efficiencies driven by IT can be the difference between the businesses that thrive and those that lose market share to their rivals.
Data can be one of an organisation’s most valuable assets but it can also result in significant exposure if not managed properly. Within a data ecosystem, many things can potentially go wrong – data can be lost, corrupted, not secured properly, misused or “overused”, excessive, inaccurate or kept for too long. Even for businesses that undertook a comprehensive General Data Protection Regulation (GDPR) implementation programme, managing data effectively is an ongoing exercise. The value of data assets and the high price of non-compliance means that data risk management has become a headline board level issue.
Each image has an "on click -show target and hide others" interaction applied. Every time you click on an image it will show a specific hotspot in the "Cycle through Hotspots" folder and hide the other Hotspots. The Hotspots in this folder have "on view - change target state" interactions which triggers the images to change to a certain object state.
Object states give you the ability to assign various “states” to an element on the canvas. Each image has four states where the images positions and size changes in each state.
This hotspot has an "on click- cycle next interaction". It is cycling through two folders.
The first folder is cycling through "Cycle through Hotspots". Each Hotspot in this folder has an "on view - change target state" interactions which triggers the images to change to a certain object state.
The second folder is cycling through the "Text" folder. This folder has the added descriptions under each image.
Create an image "preview" for a carousel of images using object states.
Businesses are increasingly subject to a new phenomenon in employee related disputes. A serious employee complaint can rarely simply be resolved through a one-to-one dialogue and, potentially, an exit agreement, especially where the main protagonist(s) is (are) at a senior level within the organisation. Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
Read the report
Protecting the health and safety of employees and non-employees
is an essential part of risk management and must be led by the board. Failure to comply with health and safety legislation, and to implement effective procedures to protect employees and non-employees, can have profound consequences for businesses and individual members of the board who may be personally liable for any breaches. Directors should be actively involved in the implementation of health and safety policies and procedures to ensure risks are assessed and well-managed.
Health & Safety
Download the report
Directors should be involved in decisions concerning the selection of IT systems and suppliers. They may find themselves facing questions from shareholders, customers or even the media if technology failure has an impact on the ability of a business to deliver services or a new IT system does not deliver the benefits the business expected. In a competitive sector, the efficiencies driven by IT can be the difference between the businesses that thrive and those that lose market share to their rivals.
Technology/Operational
Download the report
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Contractual
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It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director.
Insolvency
Download the report
Many organisations include mergers and acquisitions (M&A) as part of their overall corporate strategy to achieve their business objectives. The clear and obvious benefits arising from the successful implementation of such a strategy include increased economies of scale, market share or as a means of entering new markets and regions.
M&A
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The use of artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. As AI continues to transform industries and contribute more intelligently and efficiently to business activities, boards play a key role in integrating AI into their business and understanding its opportunities and risks.
AI Risk
Download the report
Competition law is widely seen as a board-level issue, particularly as enforcement is increasing in this area. The law is rapidly evolving, presenting both risks and opportunities for companies.
Cartel and information exchange risk needs to be identified and assessed; pricing and distribution strategies should take account of competition law; and companies with market power should be aware of their additional responsibilities vis-a-vis other market participants.
Competition law
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Shareholder claims against directors are becoming increasingly prevalent with directors serving on the boards of publicly listed companies most exposed. The availability of litigation funding is making it easier for shareholders to obtain finance for such claims. There are a growing number of law firms actively seeking out such claims. There has been a greater emphasis on individual accountability for directors following the global financial crisis in 2008.
Shareholder Risk
Download the report
Businesses are increasingly subject to a new phenomenon in employee related disputes. A serious employee complaint can rarely simply be resolved through a one-to-one dialogue and, potentially, an exit agreement, especially where the main protagonist(s) is (are) at a senior level within the organisation. Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
HR Crisis
Download the report
Data can be one of an organisation’s most valuable assets but it can also result in significant exposure if not managed properly. Within a data ecosystem, many things can potentially go wrong – data can be lost, corrupted, not secured properly, misused or “overused”, excessive, inaccurate or kept for too long. Even for businesses that undertook a comprehensive General Data Protection Regulation (GDPR) implementation programme, managing data effectively is an ongoing exercise. The value of data assets and the high price of non-compliance means that data risk management has become a headline board level issue.
Data Risk
Download the report
Proper governance is a crucial aspect of managing companies, and particularly so in the context of joint ventures where typically directors will be nominated by the shareholders. There is often a range of contractual arrangements between the joint venture company and its shareholders/their groups, which may give rise to potential and actual conflicts of interests, especially where the joint venture company suffers financial distress and/or insolvency.
Joint Venture Risk
Download the report
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues – disputes with the potential to become class actions fall into this category. Class actions are stereotypically considered a US litigation risk, but they are also prevalent in Australia and Canada. Europe has avoided this phenomenon to date but, as a result of upcoming reforms in the UK and other European jurisdictions, this is likely to change in the coming years thereby increasing corporates’ risk exposure.
Class Action Risk
Download the report
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Reputation and crisis management
Download the report
The magnitude of climate change risks is so huge and diffuse that it is sometimes difficult to comprehend the responsibility and risks to a particular company. We find it easiest to capture the crux of the risk in these terms: all parts of the global economy have been reliant (one way or another) on the emission of greenhouse gases. This might be in terms of how they heat and cool their buildings, power their factories and telecommunications, transport their goods and services etc.
Climate Change
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Environmental law is firmly and undoubtedly a board-level issue and all businesses need to focus on how it impacts their activities. Environmental authorities expect directors to play a key role in establishing and maintaining a culture of compliance in their organisations regarding environmental law. Any board that gets these issues wrong risks significant penalties not only for the business, but also for themselves as individuals. It is therefore critical that the proper management of environmental law issues is at the forefront of any responsible business compliance strategy.
Environmental Law
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The business vision and strategic direction set by the board are instrumental inthe success of development projects. Board members are unlikely to be planning, development or construction experts, but an understanding of the potential risksfor each stage of the development project will help the board to set the strategy and oversee the scheme as it progresses.
Development Risk
Download the report
Directors have a key role in making sure that their businesses are aware of and have strategies in place to deal with financial risks. Any board that is unable to deal with these issues could face severe penalties, ranging from personal liability for individual directors to civil sanctions and disqualification. It is crucial that financial risks are dealt with robustly in any compliance strategy.
Financial Risk
Download the report
A cyber-attack can have a devastating impact on a business’s operational activity,lead to regulatory investigations, the imposition of fines and other costs as wellas damage to reputation. The increase in home-working, use of new technologies and adoption by many businesses of new security arrangements as a consequence, has reinforced the importance of data security. Failure to understand the company’s cyber security arrangements and the impact of an attack could constitute a breach of a director’s duties under the Companies Act 2006.
Cyber Risk
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Reputation and crisis management
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The Advising the Board reports below discuss the duties of directors in relation to a broad array of risks.
Read the report
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What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
What are the regulatory and industry requirements and expectations for your business and what is the Board’s role in this.
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with
a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation
regulatory inspections
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
This session focusses on:
Directors’ duties in a joint venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
Organisations are increasingly at risk of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Directors need to carefully plan their company’s HQ strategy and consider the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
The presentations were absolutely brilliant. Everyone enjoyed them and quite rightly gave excellent feedback.
Compliance Director,
Large wealth management firm
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What Advising the Board is
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If you know what you want, we're ready to deliver it. But if you don't have any immediate priorities, we can help you put together a programme that will have real value for your board. You will find a broad list below of our Advising the Board training expertise to choose from.
We hope you'll discuss it with us. We can help you develop your ideas or offer suggestions based on your business needs.
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Read the report
Core topics and best practice
2
Core topics and best practice
2
Core topics and best practice
2
View our breadth of expertise
develop your
programme
-
-
-
-
Operational/ Technology Risk
AI Risk
Remuneration
/RemCo Risk
Health & Safety Risk
Joint Venture Risk
Product
Liability Risk
Class Action Risk
Office Relocation Risk
IP & Confidential Information Risk
Competition – compliance issues
HR best practice –
and what to do if it goes wrong
Whistleblowing, Conduct and Culture
How to deal with Dawn Raids and regulatory investigations
Operational resilience: Handling a major cyber or data incident
ESG and Climate Change – what it means for the Board
Diversity&
Inclusion
Reputation and crisis management
Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a
Read the report
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
What are the regulatory and industry requirements and
expectations for
your business and
what is the Board’s
role in this.
Read the report
Read the report
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation regulatory inspections
-
-
-
-
-
Read the report
This session focusses on:
Directors’ duties in a joint
venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
Read the report
Organisations are increasingly at risk
of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Directors need to carefully plan their company’s HQ strategy and consider
the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Topics of strategic significance
3
Topics of strategic significance
3
Core topics and best practice
2
Core topics and best practice
2
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
develop your
programme
Topics for financial services boards
4
Topics of strategic significance
3
Topics of strategic significance
3
Duties of the Board and liabilities of Directors
Refresher training to help your Board understand their individual accountability under SMCR (Senior Managers and Certification Regime), the regulatory expectations and how to practically ensure and evidence compliance with the conduct rules.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Tailored training on market abuse both for listed companies and financially regulated firms focused on your business, covering what is market abuse, how to avoid and how to handle investigations and regulatory enquiries based on our practical experience.
Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
This training focusses on promoting good behaviour in
major incident occur?
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
Legal Information
Privacy Policy
Cookie Notice
Terms of Use
Contact
Slavery Statement
Read the report
Information | Privacy Policy | Cookie Notice | Terms of Use | Contact | Slavery Statement | CMS.Law
Download our report
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board. Failure to comply with health and safety legislation, and to implement effective procedures to protect employees and non-employees, can have profound consequences for businesses and individual members of the board who may be personally liable for any breaches. Directors should be actively involved in the implementation of health and safety policies and procedures
to ensure risks are assessed and well-managed.
Name
Title
Contact
Name
Title
Contact
Contacts
Download our report
Directors have a key role in making sure that their businesses are aware of and have strategies in place to deal with financial risks. Any board that is unable to deal with these issues could face severe penalties, ranging from personal liability for individual directors to civil sanctions and disqualification. It is crucial that financial risks are dealt with robustly in any compliance strategy.
Name
Title
Contact
Name
Title
Contact
Contacts
Download our report
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Name
Title
Contact
Name
Title
Contact
Contacts
01
02
03
04
04
05
06
07
08
09
10
11
12
13
14
15
Businesses are increasingly subject to a new phenomenon in employee related disputes. A serious employee complaint can rarely simply be resolved through a one-to-one dialogue and, potentially, an exit agreement, especially where the main protagonist(s) is (are) at a senior level within the organisation. Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director.
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Directors should be involved in decisions concerning the selection of IT systems and suppliers. They may find themselves facing questions from shareholders, customers or even the media if technology failure has an impact on the ability of a business to deliver services or a new IT system does not deliver the benefits the business expected. In a competitive sector, the efficiencies driven by IT can be the difference between the businesses that thrive and those that lose market share to their rivals.
Data can be one of an organisation’s most valuable assets but it can also result in significant exposure if not managed properly. Within a data ecosystem, many things can potentially go wrong – data can be lost, corrupted, not secured properly, misused or “overused”, excessive, inaccurate or kept for too long. Even for businesses that undertook a comprehensive General Data Protection Regulation (GDPR) implementation programme, managing data effectively is an ongoing exercise. The value of data assets and the high price of non-compliance means that data risk management has become a headline board level issue.
Each image has an "on click -show target and hide others" interaction applied. Every time you click on an image it will show a specific hotspot in the "Cycle through Hotspots" folder and hide the other Hotspots. The Hotspots in this folder have "on view - change target state" interactions which triggers the images to change to a certain object state.
Object states give you the ability to assign various “states” to an element on the canvas. Each image has four states where the images positions and size changes in each state.
This hotspot has an "on click- cycle next interaction". It is cycling through two folders.
The first folder is cycling through "Cycle through Hotspots". Each Hotspot in this folder has an "on view - change target state" interactions which triggers the images to change to a certain object state.
The second folder is cycling through the "Text" folder. This folder has the added descriptions under each image.
Create an image "preview" for a carousel of images using object states.
Protecting the health and safety of employees and non-employees
is an essential part of risk management and must be led by the board. Failure to comply with health and safety legislation, and to implement effective procedures to protect employees and non-employees, can have profound consequences for businesses and individual members of the board who may be personally liable for any breaches. Directors should be actively involved in the implementation of health and safety policies and procedures to ensure risks are assessed and well-managed.
Health & Safety
Directors should be involved in decisions concerning the selection of IT systems and suppliers. They may find themselves facing questions from shareholders, customers or even the media if technology failure has an impact on the ability of a business to deliver services or a new IT system does not deliver the benefits the business expected. In a competitive sector, the efficiencies driven by IT can be the difference between the businesses that thrive and those that lose market share to their rivals.
Technology/Operational
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Contractual
It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director.
Insolvency
Download the report
Many organisations include mergers and acquisitions (M&A) as part of their overall corporate strategy to achieve their business objectives. The clear and obvious benefits arising from the successful implementation of such a strategy include increased economies of scale, market share or as a means of entering new markets and regions.
M&A
Download the report
Download the report
Download the report
Download the report
The use of artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. As AI continues to transform industries and contribute more intelligently and efficiently to business activities, boards play a key role in integrating AI into their business and understanding its opportunities and risks.
AI Risk
Download the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities. Cartel and information exchange risks need to be identified and assessed; pricing and distribution strategies need to take account of competition law; and specific issues arise for those with market power. Merger control risks require strategic thought up-front to ensure efficient and effective management.
Competition law
Download the report
Shareholder claims against directors are becoming increasingly prevalent with directors serving on the boards of publicly listed companies most exposed. The availability of litigation funding is making it easier for shareholders to obtain finance for such claims. There are a growing number of law firms actively seeking out such claims. There has been a greater emphasis on individual accountability for directors following the global financial crisis in 2008.
Shareholder Risk
Download the report
Businesses are increasingly subject to a new phenomenon in employee related disputes. A serious employee complaint can rarely simply be resolved through a one-to-one dialogue and, potentially, an exit agreement, especially where the main protagonist(s) is (are) at a senior level within the organisation. Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
HR Crisis
Download the report
The modern world provides a particularly challenging landscape for boards and directors to navigate as regards the protection of corporate and professional reputations. Firstly, the rise of electronic communication has meant that damaging false allegations and sensitive confidential information can be transmitted – and can gain traction – with frightening rapidity.
Reputation Management
Download the report
Directors have a key role in making sure that their businesses are aware of and have strategies in place to deal with financial risks. Any board that is unable to deal with these issues could face severe penalties, ranging from personal liability for individual directors to civil sanctions and disqualification. It is crucial that financial risks are dealt with robustly in any compliance strategy.
Financial Risk
Download the report
A cyber-attack can have a devastating impact on a business’s operational activity,lead to regulatory investigations, the imposition of fines and other costs as wellas damage to reputation. The increase in home-working, use of new technologies and adoption by many businesses of new security arrangements as a consequence, has reinforced the importance of data security. Failure to understand the company’s cyber security arrangements and the impact of an attack could constitute a breach of a director’s duties under the Companies Act 2006.
Cyber Risk
Download the report
The magnitude of climate change risks is so huge and diffuse that it is sometimes difficult to comprehend the responsibility and risks to a particular company. We find it easiest to capture the crux of the risk in these terms: all parts of the global economy have been reliant (one way or another) on the emission of greenhouse gases. This might be in terms of how they heat and cool their buildings, power their factories and telecommunications, transport their goods and services etc.
Climate Change
Download the report
Environmental law is firmly and undoubtedly a board-level issue and all businesses need to focus on how it impacts their activities. Environmental authorities expect directors to play a key role in establishing and maintaining a culture of compliance in their organisations regarding environmental law. Any board that gets these issues wrong risks significant penalties not only for the business, but also for themselves as individuals. It is therefore critical that the proper management of environmental law issues is at the forefront of any responsible business compliance strategy.
Environmental Law
Download the report
The business vision and strategic direction set by the board are instrumental inthe success of development projects. Board members are unlikely to be planning, development or construction experts, but an understanding of the potential risksfor each stage of the development project will help the board to set the strategy and oversee the scheme as it progresses.
Development Risk
Download the report
Data can be one of an organisation’s most valuable assets but it can also result in significant exposure if not managed properly. Within a data ecosystem, many things can potentially go wrong – data can be lost, corrupted, not secured properly, misused or “overused”, excessive, inaccurate or kept for too long. Even for businesses that undertook a comprehensive General Data Protection Regulation (GDPR) implementation programme, managing data effectively is an ongoing exercise. The value of data assets and the high price of non-compliance means that data risk management has become a headline board level issue.
Data Risk
Download the report
Proper governance is a crucial aspect of managing companies, and particularly so in the context of joint ventures where typically directors will be nominated by the shareholders. There is often a range of contractual arrangements between the joint venture company and its shareholders/their groups, which may give rise to potential and actual conflicts of interests, especially where the joint venture company suffers financial distress and/or insolvency.
Joint Venture Risk
Download the report
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues – disputes with the potential to become class actions fall into this category. Class actions are stereotypically considered a US litigation risk, but they are also prevalent in Australia and Canada. Europe has avoided this phenomenon to date but, as a result of upcoming reforms in the UK and other European jurisdictions, this is likely to change in the coming years thereby increasing corporates’ risk exposure.
Class Action Risk
Download the report
To give you some inspiration, here is a selection of our guides to practical risk management. These short, focused reports take both a commercial and a legal view of a range of business risks, offering an overview of the key issues, commentary from business leaders, and a summary of clear practical steps for risk mitigation.
We can include any of these topics in your Advising the Board training. While these reports are top-level summaries - created as part of our wider Risk, Resilience and Reputation programme for clients - we can cover any of these subjects in as much depth as you and your board wish, from whatever angle is appropriate.
And as your training programme is completely bespoke, we can also include any other risk issues that are – or ought to be – on your directors' radar.
Operational/ Technology Risk
AI Risk
Restructuring & Insolvency
Remuneration/
RemCo Risk
Health & Safety
Risk
Joint Venture Risk
Product
Liability Risk
Class Action Risk
Office Relocation Risk
IP & Confidential Information Risk
Competition – compliance issues
Shareholder Activism and abuse of shareholder rights
Reputation Management
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
HR best practice – and what to do if it goes wrong
Refresher training to help your Board understand their individual accountability under SMCR (Senior Managers and Certification Regime), the regulatory expectations and how to practically ensure and evidence compliance with the conduct rules. Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Read the report
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Read the report
Tailored training on market abuse both for listed companies and financially regulated firms focused on your business, covering what is market abuse, how to avoid and how to handle investigations and regulatory enquiries based on our practical experience.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a major incident occur?
Read the report
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
This training focusses on promoting good behaviour in the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
What are the regulatory and industry requirements and expectations for your business and what is the Board’s role in this.
Read the report
Read the report
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with
a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation
regulatory inspections
-
-
-
-
-
Read the report
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
This session focusses on:
Directors’ duties in a joint venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
Read the report
Organisations are increasingly at risk of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Directors need to carefully plan their company’s HQ strategy and consider the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Core topics and best practice
2
Core topics and best practice
2
Core topics and best practice
2
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Operational/ Technology Risk
AI Risk
Remuneration
/RemCo Risk
Health & Safety Risk
Joint Venture Risk
Product
Liability Risk
Class Action Risk
Office Relocation Risk
IP & Confidential Information Risk
Competition – compliance issues
HR best practice –
and what to do if it goes wrong
Whistleblowing, Conduct and Culture
How to deal with Dawn Raids and regulatory investigations
Operational resilience: Handling a major cyber or data incident
ESG and Climate Change – what it means for the Board
Reputation and crisis management
Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Read the report
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Read the report
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a
Read the report
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
Pensions has become a key risk area for Boards where there is a defined benefit occupational pension within the group. Constantly developing legislation and regulatory oversight together with new fines and criminal sanctions mean that almost all corporate transactions now need to be viewed though a pension scheme filter. Our training can support you to develop an informed and robust decision-making process to help mitigate these risks.
Read the report
What are the regulatory and industry requirements and
expectations for
your business and
what is the Board’s
role in this.
Read the report
Read the report
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation regulatory inspections
-
-
-
-
-
Read the report
This session focusses on:
Directors’ duties in a joint
venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
-
-
-
-
Read the report
Organisations are increasingly at risk
of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Directors need to carefully plan their company’s HQ strategy and consider
the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Here is a selection of topics for you to consider
Matching your needs with our risk expertise
Develop your programme
Matching your needs with our risk expertise
What Advising the Board is
Develop your programme
Why choose CMS
Contact us
Learn more
Get in touch
Home
You may already know what training you’d like. Perhaps it's a focus on some key topics, or updates on recent developments, or training for new directors. Perhaps it relates to an acquisition or a particular line of business.
If you know what you want, we're ready to deliver it. But if you don't have any immediate priorities, we can help you put together a programme that will have real value for your board. You will find a broad list below of our Advising the Board training expertise to choose from.
We hope you'll discuss it with us. We can help you develop your ideas or offer suggestions based on your business needs.
Develop your programme
The presentations were absolutely brilliant. Everyone enjoyed them and quite rightly gave excellent feedback.
Compliance Director,
Large wealth management firm
The Advising the Board reports below discuss the duties of directors in relation to a broad array of risks.
Get your programme started now
Developing your programme
Why choose us
What Advising the Board is
Home
Get in touch
Home
develop your
programme
Diversity &
Inclusion
Diversity &
Inclusion
Download the report
Executive and non-executive directors have a wealth of responsibilities, but no matter the nature of a particular role or industry, or the day to day demands of a business, all directors remain subject to a core set of directors’ duties. These duties should be key considerations for any decision-making process by a board of directors. Failure to properly comply with these duties can lead to serious consequences for directors and can even result in director disqualification.
Advising the Board - Directors' risk report
Whilst ignoring equity, diversity and inclusion (ED&I) is dangerous, paying lip service to ED&I may be even more problematic and certainly is not sufficient to make ED&I a reality. This training explains why that ED&I is a business critical issue and should be firmly on a Board’s agenda.
Diversity & Inclusion
Training for financial institutions
Get your programme started now
Developing your programme
Why choose us
What Advising the Board is
Home
Get your programme started now
Financial services
Developing your programme
Why choose us
What Advising the Board is
Home
Get your programme started now
Whilst ignoring equity, diversity and inclusion (ED&I) is dangerous, paying lip service to ED&I may be even more problematic and certainly is not sufficient to make ED&I a reality. This training explains why that ED&I is a business critical issue and should be firmly on a Board’s agenda.
Download the report
Whilst ignoring equity, diversity and inclusion (ED&I) is dangerous, paying lip service to ED&I may be even more problematic and certainly is not sufficient to make ED&I a reality. This training explains why that ED&I is a business critical issue and should be firmly on a Board’s agenda.
Diversity & Inclusion
Download the report
Download the report
Executive and non-executive directors have a wealth of responsibilities, but no matter the nature of a particular role or industry, or the day to day demands of a business, all directors remain subject to a core set of directors’ duties. These duties should be key considerations for any decision-making process by a board of directors. Failure to properly comply with these duties can lead to serious consequences for directors and can even result in director disqualification.
Whilst ignoring equity, diversity and inclusion (ED&I) is dangerous, paying lip service to ED&I may be even more problematic and certainly is not sufficient to make ED&I a reality. This training explains why that ED&I is a business critical issue and should be firmly on a Board’s agenda.
Advising the Board -Directors' risk report
The Pensions Regulator has been given a greater arsenal of powers and board decisions that are seemingly unrelated to pensions need to be viewed through the filter of those powers. This report looks at the detail of some of those changes and how they may affect a Board’s decision-making and implementation of corporate activity.
Advising the Board - Pension risk report
Read the report
The Pensions Regulator has been given a greater arsenal of powers and board decisions that are seemingly unrelated to pensions need to be viewed through the filter of those powers. This report looks at the detail of some of those changes and how they may affect a Board’s decision-making and implementation of corporate activity.
Pension Risk
Download the report
Executive and non-executive directors have a wealth of responsibilities, but no matter the nature of a particular role or industry, or the day to day demands of a business, all directors remain subject to a core set of directors’ duties. These duties should be key considerations for any decision-making process by a board of directors. Failure to properly comply with these duties can lead to serious consequences for directors and can even result in director disqualification.
Advising the Board - Directors' risk report
The Pensions Regulator has been given a greater arsenal of powers and board decisions that are seemingly unrelated to pensions need to be viewed through the filter of those powers. This report looks at the detail of some of those changes and how they may affect a Board’s decision-making and implementation of corporate activity.
Pension Risk
Pension schemes
Constantly developing legislation and regulatory oversight together with new fines and criminal sanctions mean that almost all corporate transactions now need to be viewed though a pension scheme filter. Our training can support you to develop an informed and robust decision-making process to help mitigate these risks.Pension schemesLooking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
Pension schemes
Pensions have become a key risk area for Boards where there is a defined benefit occupational pension within the group.
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
Pension schemes
respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
Read the report
Topics for financial services boards
4
Topics of strategic significance
3
Topics of strategic significance
3
Operational/ Technology Risk
AI Risk
Remuneration/
RemCo Risk
Health & Safety
Risk
Joint Venture Risk
Product
Liability Risk
Class Action Risk
Office Relocation Risk
IP & Confidential Information Risk
Directors need to carefully plan their company’s HQ strategy and consider the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Organisations are increasingly at risk of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
This session focusses on:
Directors’ duties in a joint venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
-
-
-
-
Read the report
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with
a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation
regulatory inspections
-
-
-
-
-
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
What are the regulatory and industry requirements and expectations for your business and what is the Board’s role in this.
Read the report
Read the report
Pension schemes
Reputation and crisis management
ESG and Climate Change – what it means for the Board
Operational resilience: Handling a major cyber or data incident
How to deal with Dawn Raids and regulatory investigations
Diversity &
Inclusion
Whistleblowing, Conduct and Culture
Competition – compliance issues
HR best practice – and what to do if it goes wrong
Pensions has become a key risk area for Boards where there is a defined benefit occupational pension within the group. Constantly developing legislation and regulatory oversight together with new fines and criminal sanctions mean that almost all corporate transactions now need to be viewed though a pension scheme filter. Our training can support you to develop an informed and robust decision-making process to help mitigate these risks.
Read the report
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a major incident occur?
Read the report
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Read the report
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
This training focusses on promoting good behaviour in the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
Tailored training on market abuse both for listed companies and financially regulated firms focused on your business, covering what is market abuse, how to avoid and how to handle investigations and regulatory enquiries based on our practical experience.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Refresher training to help your Board understand their individual accountability under SMCR (Senior Managers and Certification Regime), the regulatory expectations and how to practically ensure and evidence compliance with the conduct rules. Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Read the report
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Read the report
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Read the report
Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
Tailored training on market abuse both for listed companies and financially regulated firms focused on your business, covering what is market abuse, how to avoid and how to handle investigations and regulatory enquiries based on our practical experience.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Refresher training to help your Board understand their individual accountability under SMCR (Senior Managers and Certification Regime), the regulatory expectations and how to practically ensure and evidence compliance with the conduct rules. Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Read the report
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Read the report
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Read the report
Pension schemes
Reputation and crisis management
ESG and Climate Change – what it means for the Board
Operational resilience: Handling a major cyber or data incident
How to deal with Dawn Raids and regulatory investigations
Diversity &
Inclusion
Whistleblowing, Conduct and Culture
Competition – compliance issues
HR best practice – and what to do if it goes wrong
Pensions has become a key risk area for Boards where there is a defined benefit occupational pension within the group. Constantly developing legislation and regulatory oversight together with new fines and criminal sanctions mean that almost all corporate transactions now need to be viewed though a pension scheme filter. Our training can support you to develop an informed and robust decision-making process to help mitigate these risks.
Read the report
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a major incident occur?
Read the report
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Read the report
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
This training focusses on promoting good behaviour in the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
Operational/ Technology Risk
AI Risk
Remuneration/
RemCo Risk
Health & Safety
Risk
Joint Venture Risk
Product
Liability Risk
Class Action Risk
Office Relocation Risk
IP & Confidential Information Risk
Directors need to carefully plan their company’s HQ strategy and consider the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Organisations are increasingly at risk of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
This session focusses on:
Directors’ duties in a joint venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
-
-
-
-
Read the report
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with
a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation
regulatory inspections
-
-
-
-
-
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
What are the regulatory and industry requirements and expectations for your business and what is the Board’s role in this.
Read the report
Read the report
Topics for financial services boards
4
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Core topics and best practice
2
Core topics and best practice
2
Core topics and best practice
2
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Operational/ Technology Risk
AI Risk
Remuneration
/RemCo Risk
Health & Safety Risk
Joint Venture Risk
Product
Liability Risk
Class Action Risk
Office Relocation Risk
IP & Confidential Information Risk
Reputation and crisis management
ESG and Climate Change – what it means for the Board
Operational Resilience: Handling
a major incident
How to deal with Dawn Raids and regulatory investigations
Diversity &
Inclusion
Whistleblowing, Conduct and Culture
Competition – compliance issues
HR best practice –
and what to do if it goes wrong
Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a
Read the report
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
What are the regulatory and industry requirements and
expectations for
your business and
what is the Board’s
role in this.
Read the report
Read the report
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation regulatory inspections
-
-
-
-
-
Read the report
This session focusses on:
Directors’ duties in a joint
venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
-
-
-
-
Read the report
Organisations are increasingly at risk
of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Directors need to carefully plan their company’s HQ strategy and consider
the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Financial Services specific topics
4
Topics of strategic significance
3
Topics of strategic significance
3
Core topics and best practice
2
Core topics and best practice
2
Core topics and best practice
2
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Operational/ Technology Risk
AI Risk
Remuneration
/RemCo Risk
Health & Safety Risk
Joint Venture Risk
Product
Liability Risk
Class Action Risk
Office Relocation Risk
IP & Confidential Information Risk
Reputation and crisis management
ESG and Climate Change – what it means for the Board
Operational Resilience: Handling
a major incident
How to deal with Dawn Raids and regulatory investigations
Diversity &
Inclusion
Whistleblowing, Conduct and Culture
Competition – compliance issues
HR best practice –
and what to do if it goes wrong
Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Read the report
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a
Read the report
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
What are the regulatory and industry requirements and
expectations for
your business and
what is the Board’s
role in this.
Read the report
Read the report
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation regulatory inspections
-
-
-
-
-
Read the report
This session focusses on:
Directors’ duties in a joint
venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
-
-
-
-
Read the report
Organisations are increasingly at risk
of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Directors need to carefully plan their company’s HQ strategy and consider
the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Financial Services specific topics
4
Topics of strategic significance
3
Topics of strategic significance
3
Core topics and best practice
2
Core topics and best practice
2
Core topics and best practice
2
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Directors need to carefully plan their company’s HQ strategy and consider the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Organisations are increasingly at risk of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
This session focusses on:
Directors’ duties in a joint venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
-
-
-
-
Read the report
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with
a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation
regulatory inspections
-
-
-
-
-
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
What are the regulatory and industry requirements and expectations for your business and what is the Board’s role in this.
Read the report
Read the report
Read the report
Download the report
The cryptoasset market has grown significantly in recent years and is now a buoyant financial market, with the global market currently valued at over $1 trillion, according to CoinMarketCap.
The market has seen both retail and institutional activity and now many companies are considering the application of cryptoassets to their businesses whether as payment methods, bridges between traditional finance and alternative finance, market infrastructure or investment in itself.
Cryptoasset Risk
Download the report
When a company is facing significant litigation, either as a claimant or defendant, its board needs to fully understand the general risks of litigation. Decisions to litigate as a claimant will usually be made at a senior (or board) level; being a defendant in proceedings is not usually a matter of choice but deciding to defend (rather than settle) is. In both cases, as litigation is often the last resort where other attempts to resolve matters have failed, the board needs to be well briefed.
Litigation Risk
When a company is facing significant litigation, either as a claimant or defendant, its board needs to fully understand the general risks of litigation. Decisions to litigate as a claimant will usually be made at a senior (or board) level; being a defendant in proceedings is not usually a matter of choice but deciding to defend (rather than settle) is. In both cases, as litigation is often the last resort where other attempts to resolve matters have failed, the board needs to be well briefed.
Litigation Risk
Newly released
Download the report
Environmental, social and governance (ESG) related disclosures are one of the main means by which businesses communicate their ESG performance, strategy and impact to stakeholders. Corporates also increasingly make marketing claims, commitments and pledges relating to ESG factors, or about their products’ or services’ ESG credentials and metrics.
ESG Risk
Class Action Risk
Operational/ Technology Risk
AI Risk
Remuneration/
RemCo Risk
Health & Safety
Risk
Joint Venture Risk
Product
Liability Risk
Office Relocation Risk
IP & Confidential Information Risk
Competition – compliance issues
HR best practice – and what to do if it goes wrong
Whistleblowing, Conduct and Culture
How to deal with Dawn Raids and regulatory investigations
Operational Resilience: Handling
a major incident
ESG and Climate Change – what it means for the Board
Diversity &
Inclusion
Reputation Management
Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Refresher training to help your Board understand their individual accountability under SMCR (Senior Managers and Certification Regime), the regulatory expectations and how to practically ensure and evidence compliance with the conduct rules. Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Read the report
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Read the report
Tailored training on market abuse both for listed companies and financially regulated firms focused on your business, covering what is market abuse, how to avoid and how to handle investigations and regulatory enquiries based on our practical experience.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a major incident occur?
Read the report
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
This training focusses on promoting good behaviour in the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
What are the regulatory and industry requirements and expectations for your business and what is the Board’s role in this.
Read the report
Read the report
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with
a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation
regulatory inspections
-
-
-
-
-
Read the report
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
This session focusses on:
Directors’ duties in a joint venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
-
-
-
-
Read the report
Organisations are increasingly at risk of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Directors need to carefully plan their company’s HQ strategy and consider the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Financial Services specific topics
3
Topics of strategic significance
3
Topics of strategic significance
3
Core topics and best practice
2
Core topics and best practice
2
Core topics and best practice
2
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Here is a selection of topics for you to consider
The Advising the Board reports below discuss the duties of directors in relation to a broad array of risks.
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Executive and non-executive directors have a wealth of responsibilities, but no matter the nature of a particular role or industry, or the day to day demands of a business, all directors remain subject to a core set of directors’ duties. These duties should be key considerations for any decision-making process by a board of directors. Failure to properly comply with these duties can lead to serious consequences for directors and can even result in director disqualification.
Advising the Board - Directors' risk report
Whilst ignoring equity, diversity and inclusion (ED&I) is dangerous, paying lip service to ED&I may be even more problematic and certainly is not sufficient to make ED&I a reality. This training explains why that ED&I is a business critical issue and should be firmly on a Board’s agenda.
Diversity & Inclusion
A cyber-attack can have a devastating impact on a business’s operational activity,lead to regulatory investigations, the imposition of fines and other costs as wellas damage to reputation. The increase in home-working, use of new technologies and adoption by many businesses of new security arrangements as a consequence, has reinforced the importance of data security. Failure to understand the company’s cyber security arrangements and the impact of an attack could constitute a breach of a director’s duties under the Companies Act 2006.
Cyber Risk
Directors have a key role in making sure that their businesses are aware of and have strategies in place to deal with financial risks. Any board that is unable to deal with these issues could face severe penalties, ranging from personal liability for individual directors to civil sanctions and disqualification. It is crucial that financial risks are dealt with robustly in any compliance strategy.
Financial Risk
The business vision and strategic direction set by the board are instrumental inthe success of development projects. Board members are unlikely to be planning, development or construction experts, but an understanding of the potential risksfor each stage of the development project will help the board to set the strategy and oversee the scheme as it progresses.
Development Risk
Environmental law is firmly and undoubtedly a board-level issue and all businesses need to focus on how it impacts their activities. Environmental authorities expect directors to play a key role in establishing and maintaining a culture of compliance in their organisations regarding environmental law. Any board that gets these issues wrong risks significant penalties not only for the business, but also for themselves as individuals. It is therefore critical that the proper management of environmental law issues is at the forefront of any responsible business compliance strategy.
Environmental Law
The magnitude of climate change risks is so huge and diffuse that it is sometimes difficult to comprehend the responsibility and risks to a particular company. We find it easiest to capture the crux of the risk in these terms: all parts of the global economy have been reliant (one way or another) on the emission of greenhouse gases. This might be in terms of how they heat and cool their buildings, power their factories and telecommunications, transport their goods and services etc.
Climate Change
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Reputation and crisis management
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues – disputes with the potential to become class actions fall into this category. Class actions are stereotypically considered a US litigation risk, but they are also prevalent in Australia and Canada. Europe has avoided this phenomenon to date but, as a result of upcoming reforms in the UK and other European jurisdictions, this is likely to change in the coming years thereby increasing corporates’ risk exposure.
Class Action Risk
Proper governance is a crucial aspect of managing companies, and particularly so in the context of joint ventures where typically directors will be nominated by the shareholders. There is often a range of contractual arrangements between the joint venture company and its shareholders/their groups, which may give rise to potential and actual conflicts of interests, especially where the joint venture company suffers financial distress and/or insolvency.
Joint Venture Risk
Data can be one of an organisation’s most valuable assets but it can also result in significant exposure if not managed properly. Within a data ecosystem, many things can potentially go wrong – data can be lost, corrupted, not secured properly, misused or “overused”, excessive, inaccurate or kept for too long. Even for businesses that undertook a comprehensive General Data Protection Regulation (GDPR) implementation programme, managing data effectively is an ongoing exercise. The value of data assets and the high price of non-compliance means that data risk management has become a headline board level issue.
Data Risk
Businesses are increasingly subject to a new phenomenon in employee related disputes. A serious employee complaint can rarely simply be resolved through a one-to-one dialogue and, potentially, an exit agreement, especially where the main protagonist(s) is (are) at a senior level within the organisation. Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
HR Crisis
Shareholder claims against directors are becoming increasingly prevalent with directors serving on the boards of publicly listed companies most exposed. The availability of litigation funding is making it easier for shareholders to obtain finance for such claims. There are a growing number of law firms actively seeking out such claims. There has been a greater emphasis on individual accountability for directors following the global financial crisis in 2008.
Shareholder Risk
The use of artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. As AI continues to transform industries and contribute more intelligently and efficiently to business activities, boards play a key role in integrating AI into their business and understanding its opportunities and risks.
AI Risk
Many organisations include mergers and acquisitions (M&A) as part of their overall corporate strategy to achieve their business objectives. The clear and obvious benefits arising from the successful implementation of such a strategy include increased economies of scale, market share or as a means of entering new markets and regions.
M&A
It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director.
Insolvency
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Contractual
Directors should be involved in decisions concerning the selection of IT systems and suppliers. They may find themselves facing questions from shareholders, customers or even the media if technology failure has an impact on the ability of a business to deliver services or a new IT system does not deliver the benefits the business expected. In a competitive sector, the efficiencies driven by IT can be the difference between the businesses that thrive and those that lose market share to their rivals.
Technology/Operational
Protecting the health and safety of employees and non-employees
is an essential part of risk management and must be led by the board. Failure to comply with health and safety legislation, and to implement effective procedures to protect employees and non-employees, can have profound consequences for businesses and individual members of the board who may be personally liable for any breaches. Directors should be actively involved in the implementation of health and safety policies and procedures to ensure risks are assessed and well-managed.
Health & Safety
The Pensions Regulator has been given a greater arsenal of powers and board decisions that are seemingly unrelated to pensions need to be viewed through the filter of those powers. This report looks at the detail of some of those changes and how they may affect a Board’s decision-making and implementation of corporate activity.
Pension Risk
The cryptoasset market has grown significantly in recent years and is now a buoyant financial market, with the global market currently valued at over $1 trillion, according to CoinMarketCap.
The market has seen both retail and institutional activity and now many companies are considering the application of cryptoassets to their businesses whether as payment methods, bridges between traditional finance and alternative finance, market infrastructure or investment in itself.
Cryptoasset Risk
When a company is facing significant litigation, either as a claimant or defendant, its board needs to fully understand the general risks of litigation. Decisions to litigate as a claimant will usually be made at a senior (or board) level; being a defendant in proceedings is not usually a matter of choice but deciding to defend (rather than settle) is. In both cases, as litigation is often the last resort where other attempts to resolve matters have failed, the board needs to be well briefed.
Litigation Risk
Environmental, social and governance (ESG) related disclosures are one of the main means by which businesses communicate their ESG performance, strategy and impact to stakeholders. Corporates also increasingly make marketing claims, commitments and pledges relating to ESG factors, or about their products’ or services’ ESG credentials and metrics.
ESG Risk
Competition law is widely seen as a board-level issue, particularly as enforcement is increasing in this area. The law is rapidly evolving, presenting both risks and opportunities for companies.
Cartel and information exchange risk needs to be identified and assessed; pricing and distribution strategies should take account of competition law; and companies with market power should be aware of their additional responsibilities vis-a-vis other market participants.
Competition law
The Representative Actions Directive (RAD) provides that all EU member states have in place a consumer collective redress mechanism. To this end, the Directive obliges Member States to introduce representative actions into their legal systems.
Learn more on the novelties introduced by the RAD including the status and models of the RAD’s transposition across the following countries in CEE: Bulgaria, the Czech Republic, Hungary, Poland, Romania, and Slovakia.
CEE Directors' Risk
Newly released
Class Action Risk
Operational/ Technology Risk
AI Risk
Remuneration/
RemCo Risk
Joint Venture Risk
Product
Liability Risk
Office Relocation Risk
IP & Confidential Information Risk
Health & Safety
Risk
Competition – compliance issues
HR best practice – and what to do if it goes wrong
Whistleblowing, Conduct and Culture
How to deal with Dawn Raids and regulatory investigations
Operational Resilience: Handling
a major incident
ESG and Climate Change – what it means for the Board
Diversity &
Inclusion
Reputation Management
Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors'
Duties
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Refresher training to help your Board understand their individual accountability under SMCR (Senior Managers and Certification Regime), the regulatory expectations and how to practically ensure and evidence compliance with the conduct rules. Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Read the report
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
Read the report
Tailored training on market abuse both for listed companies and financially regulated firms focused on your business, covering what is market abuse, how to avoid and how to handle investigations and regulatory enquiries based on our practical experience.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Read the report
Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
Read the report
How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a major incident occur?
Read the report
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
Read the report
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
Read the report
Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
This training focusses on promoting good behaviour in the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Read the report
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Read the report
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
What are the regulatory and industry requirements and expectations for your business and what is the Board’s role in this.
Read the report
Read the report
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Read the report
Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with
a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation
regulatory inspections
-
-
-
-
-
Read the report
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
This session focusses on:
Directors’ duties in a joint venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
-
-
-
-
Read the report
Organisations are increasingly at risk of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Directors need to carefully plan their company’s HQ strategy and consider the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Core topics and best practice
2
Core topics and best practice
2
Core topics and best practice
2
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
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Executive and non-executive directors have a wealth of responsibilities, but no matter the nature of a particular role or industry, or the day to day demands of a business, all directors remain subject to a core set of directors’ duties. These duties should be key considerations for any decision-making process by a board of directors. Failure to properly comply with these duties can lead to serious consequences for directors and can even result in director disqualification.
Advising the Board - Directors' risk report
Whilst ignoring equity, diversity and inclusion (ED&I) is dangerous, paying lip service to ED&I may be even more problematic and certainly is not sufficient to make ED&I a reality. This training explains why that ED&I is a business critical issue and should be firmly on a Board’s agenda.
Diversity & Inclusion
A cyber-attack can have a devastating impact on a business’s operational activity,lead to regulatory investigations, the imposition of fines and other costs as wellas damage to reputation. The increase in home-working, use of new technologies and adoption by many businesses of new security arrangements as a consequence, has reinforced the importance of data security. Failure to understand the company’s cyber security arrangements and the impact of an attack could constitute a breach of a director’s duties under the Companies Act 2006.
Cyber Risk
Directors have a key role in making sure that their businesses are aware of and have strategies in place to deal with financial risks. Any board that is unable to deal with these issues could face severe penalties, ranging from personal liability for individual directors to civil sanctions and disqualification. It is crucial that financial risks are dealt with robustly in any compliance strategy.
Financial Risk
The business vision and strategic direction set by the board are instrumental inthe success of development projects. Board members are unlikely to be planning, development or construction experts, but an understanding of the potential risksfor each stage of the development project will help the board to set the strategy and oversee the scheme as it progresses.
Development Risk
Environmental law is firmly and undoubtedly a board-level issue and all businesses need to focus on how it impacts their activities. Environmental authorities expect directors to play a key role in establishing and maintaining a culture of compliance in their organisations regarding environmental law. Any board that gets these issues wrong risks significant penalties not only for the business, but also for themselves as individuals. It is therefore critical that the proper management of environmental law issues is at the forefront of any responsible business compliance strategy.
Environmental Law
The magnitude of climate change risks is so huge and diffuse that it is sometimes difficult to comprehend the responsibility and risks to a particular company. We find it easiest to capture the crux of the risk in these terms: all parts of the global economy have been reliant (one way or another) on the emission of greenhouse gases. This might be in terms of how they heat and cool their buildings, power their factories and telecommunications, transport their goods and services etc.
Climate Change
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Reputation and crisis management
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues – disputes with the potential to become class actions fall into this category. Class actions are stereotypically considered a US litigation risk, but they are also prevalent in Australia and Canada. Europe has avoided this phenomenon to date but, as a result of upcoming reforms in the UK and other European jurisdictions, this is likely to change in the coming years thereby increasing corporates’ risk exposure.
Class Action Risk
Proper governance is a crucial aspect of managing companies, and particularly so in the context of joint ventures where typically directors will be nominated by the shareholders. There is often a range of contractual arrangements between the joint venture company and its shareholders/their groups, which may give rise to potential and actual conflicts of interests, especially where the joint venture company suffers financial distress and/or insolvency.
Joint Venture Risk
Data can be one of an organisation’s most valuable assets but it can also result in significant exposure if not managed properly. Within a data ecosystem, many things can potentially go wrong – data can be lost, corrupted, not secured properly, misused or “overused”, excessive, inaccurate or kept for too long. Even for businesses that undertook a comprehensive General Data Protection Regulation (GDPR) implementation programme, managing data effectively is an ongoing exercise. The value of data assets and the high price of non-compliance means that data risk management has become a headline board level issue.
Data Risk
Businesses are increasingly subject to a new phenomenon in employee related disputes. A serious employee complaint can rarely simply be resolved through a one-to-one dialogue and, potentially, an exit agreement, especially where the main protagonist(s) is (are) at a senior level within the organisation. Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
HR Crisis
Shareholder claims against directors are becoming increasingly prevalent with directors serving on the boards of publicly listed companies most exposed. The availability of litigation funding is making it easier for shareholders to obtain finance for such claims. There are a growing number of law firms actively seeking out such claims. There has been a greater emphasis on individual accountability for directors following the global financial crisis in 2008.
Shareholder Risk
The use of artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. As AI continues to transform industries and contribute more intelligently and efficiently to business activities, boards play a key role in integrating AI into their business and understanding its opportunities and risks.
AI Risk
Many organisations include mergers and acquisitions (M&A) as part of their overall corporate strategy to achieve their business objectives. The clear and obvious benefits arising from the successful implementation of such a strategy include increased economies of scale, market share or as a means of entering new markets and regions.
M&A
It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director.
Insolvency
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Contractual
Directors should be involved in decisions concerning the selection of IT systems and suppliers. They may find themselves facing questions from shareholders, customers or even the media if technology failure has an impact on the ability of a business to deliver services or a new IT system does not deliver the benefits the business expected. In a competitive sector, the efficiencies driven by IT can be the difference between the businesses that thrive and those that lose market share to their rivals.
Technology/Operational
Protecting the health and safety of employees and non-employees
is an essential part of risk management and must be led by the board. Failure to comply with health and safety legislation, and to implement effective procedures to protect employees and non-employees, can have profound consequences for businesses and individual members of the board who may be personally liable for any breaches. Directors should be actively involved in the implementation of health and safety policies and procedures to ensure risks are assessed and well-managed.
Health & Safety
The Pensions Regulator has been given a greater arsenal of powers and board decisions that are seemingly unrelated to pensions need to be viewed through the filter of those powers. This report looks at the detail of some of those changes and how they may affect a Board’s decision-making and implementation of corporate activity.
Pension Risk
The cryptoasset market has grown significantly in recent years and is now a buoyant financial market, with the global market currently valued at over $1 trillion, according to CoinMarketCap.
The market has seen both retail and institutional activity and now many companies are considering the application of cryptoassets to their businesses whether as payment methods, bridges between traditional finance and alternative finance, market infrastructure or investment in itself.
Cryptoasset Risk
When a company is facing significant litigation, either as a claimant or defendant, its board needs to fully understand the general risks of litigation. Decisions to litigate as a claimant will usually be made at a senior (or board) level; being a defendant in proceedings is not usually a matter of choice but deciding to defend (rather than settle) is. In both cases, as litigation is often the last resort where other attempts to resolve matters have failed, the board needs to be well briefed.
Litigation Risk
Environmental, social and governance (ESG) related disclosures are one of the main means by which businesses communicate their ESG performance, strategy and impact to stakeholders. Corporates also increasingly make marketing claims, commitments and pledges relating to ESG factors, or about their products’ or services’ ESG credentials and metrics.
ESG Risk
Competition law is widely seen as a board-level issue, particularly as enforcement is increasing in this area. The law is rapidly evolving, presenting both risks and opportunities for companies.
Cartel and information exchange risk needs to be identified and assessed; pricing and distribution strategies should take account of competition law; and companies with market power should be aware of their additional responsibilities vis-a-vis other market participants.
Competition law
The Representative Actions Directive (RAD) provides that all EU member states have in place a consumer collective redress mechanism. To this end, the Directive obliges Member States to introduce representative actions into their legal systems.
Learn more on the novelties introduced by the RAD including the status and models of the RAD’s transposition across the following countries in CEE: Bulgaria, the Czech Republic, Hungary, Poland, Romania, and Slovakia.
CEE Directors' Risk
Newly released
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Executive and non-executive directors have a wealth of responsibilities, but no matter the nature of a particular role or industry, or the day to day demands of a business, all directors remain subject to a core set of directors’ duties. These duties should be key considerations for any decision-making process by a board of directors. Failure to properly comply with these duties can lead to serious consequences for directors and can even result in director disqualification.
Advising the Board - Directors' risk report
Whilst ignoring equity, diversity and inclusion (ED&I) is dangerous, paying lip service to ED&I may be even more problematic and certainly is not sufficient to make ED&I a reality. This training explains why that ED&I is a business critical issue and should be firmly on a Board’s agenda.
Diversity & Inclusion
A cyber-attack can have a devastating impact on a business’s operational activity,lead to regulatory investigations, the imposition of fines and other costs as wellas damage to reputation. The increase in home-working, use of new technologies and adoption by many businesses of new security arrangements as a consequence, has reinforced the importance of data security. Failure to understand the company’s cyber security arrangements and the impact of an attack could constitute a breach of a director’s duties under the Companies Act 2006.
Cyber Risk
Directors have a key role in making sure that their businesses are aware of and have strategies in place to deal with financial risks. Any board that is unable to deal with these issues could face severe penalties, ranging from personal liability for individual directors to civil sanctions and disqualification. It is crucial that financial risks are dealt with robustly in any compliance strategy.
Financial Risk
The business vision and strategic direction set by the board are instrumental inthe success of development projects. Board members are unlikely to be planning, development or construction experts, but an understanding of the potential risksfor each stage of the development project will help the board to set the strategy and oversee the scheme as it progresses.
Development Risk
Environmental law is firmly and undoubtedly a board-level issue and all businesses need to focus on how it impacts their activities. Environmental authorities expect directors to play a key role in establishing and maintaining a culture of compliance in their organisations regarding environmental law. Any board that gets these issues wrong risks significant penalties not only for the business, but also for themselves as individuals. It is therefore critical that the proper management of environmental law issues is at the forefront of any responsible business compliance strategy.
Environmental Law
The magnitude of climate change risks is so huge and diffuse that it is sometimes difficult to comprehend the responsibility and risks to a particular company. We find it easiest to capture the crux of the risk in these terms: all parts of the global economy have been reliant (one way or another) on the emission of greenhouse gases. This might be in terms of how they heat and cool their buildings, power their factories and telecommunications, transport their goods and services etc.
Climate Change
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Reputation and crisis management
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues – disputes with the potential to become class actions fall into this category. Class actions are stereotypically considered a US litigation risk, but they are also prevalent in Australia and Canada. Europe has avoided this phenomenon to date but, as a result of upcoming reforms in the UK and other European jurisdictions, this is likely to change in the coming years thereby increasing corporates’ risk exposure.
Class Action Risk
Proper governance is a crucial aspect of managing companies, and particularly so in the context of joint ventures where typically directors will be nominated by the shareholders. There is often a range of contractual arrangements between the joint venture company and its shareholders/their groups, which may give rise to potential and actual conflicts of interests, especially where the joint venture company suffers financial distress and/or insolvency.
Joint Venture Risk
Data can be one of an organisation’s most valuable assets but it can also result in significant exposure if not managed properly. Within a data ecosystem, many things can potentially go wrong – data can be lost, corrupted, not secured properly, misused or “overused”, excessive, inaccurate or kept for too long. Even for businesses that undertook a comprehensive General Data Protection Regulation (GDPR) implementation programme, managing data effectively is an ongoing exercise. The value of data assets and the high price of non-compliance means that data risk management has become a headline board level issue.
Data Risk
Businesses are increasingly subject to a new phenomenon in employee related disputes. A serious employee complaint can rarely simply be resolved through a one-to-one dialogue and, potentially, an exit agreement, especially where the main protagonist(s) is (are) at a senior level within the organisation. Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
HR Crisis
Shareholder claims against directors are becoming increasingly prevalent with directors serving on the boards of publicly listed companies most exposed. The availability of litigation funding is making it easier for shareholders to obtain finance for such claims. There are a growing number of law firms actively seeking out such claims. There has been a greater emphasis on individual accountability for directors following the global financial crisis in 2008.
Shareholder Risk
The use of artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. As AI continues to transform industries and contribute more intelligently and efficiently to business activities, boards play a key role in integrating AI into their business and understanding its opportunities and risks.
AI Risk
Many organisations include mergers and acquisitions (M&A) as part of their overall corporate strategy to achieve their business objectives. The clear and obvious benefits arising from the successful implementation of such a strategy include increased economies of scale, market share or as a means of entering new markets and regions.
M&A
It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director.
Insolvency
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Contractual
Directors should be involved in decisions concerning the selection of IT systems and suppliers. They may find themselves facing questions from shareholders, customers or even the media if technology failure has an impact on the ability of a business to deliver services or a new IT system does not deliver the benefits the business expected. In a competitive sector, the efficiencies driven by IT can be the difference between the businesses that thrive and those that lose market share to their rivals.
Technology/Operational
Protecting the health and safety of employees and non-employees
is an essential part of risk management and must be led by the board. Failure to comply with health and safety legislation, and to implement effective procedures to protect employees and non-employees, can have profound consequences for businesses and individual members of the board who may be personally liable for any breaches. Directors should be actively involved in the implementation of health and safety policies and procedures to ensure risks are assessed and well-managed.
Health & Safety
The Pensions Regulator has been given a greater arsenal of powers and board decisions that are seemingly unrelated to pensions need to be viewed through the filter of those powers. This report looks at the detail of some of those changes and how they may affect a Board’s decision-making and implementation of corporate activity.
Pension Risk
The cryptoasset market has grown significantly in recent years and is now a buoyant financial market, with the global market currently valued at over $1 trillion, according to CoinMarketCap.
The market has seen both retail and institutional activity and now many companies are considering the application of cryptoassets to their businesses whether as payment methods, bridges between traditional finance and alternative finance, market infrastructure or investment in itself.
Cryptoasset Risk
When a company is facing significant litigation, either as a claimant or defendant, its board needs to fully understand the general risks of litigation. Decisions to litigate as a claimant will usually be made at a senior (or board) level; being a defendant in proceedings is not usually a matter of choice but deciding to defend (rather than settle) is. In both cases, as litigation is often the last resort where other attempts to resolve matters have failed, the board needs to be well briefed.
Litigation Risk
Environmental, social and governance (ESG) related disclosures are one of the main means by which businesses communicate their ESG performance, strategy and impact to stakeholders. Corporates also increasingly make marketing claims, commitments and pledges relating to ESG factors, or about their products’ or services’ ESG credentials and metrics.
ESG Risk
Competition law is widely seen as a board-level issue, particularly as enforcement is increasing in this area. The law is rapidly evolving, presenting both risks and opportunities for companies.
Cartel and information exchange risk needs to be identified and assessed; pricing and distribution strategies should take account of competition law; and companies with market power should be aware of their additional responsibilities vis-a-vis other market participants.
Competition law
The Representative Actions Directive (RAD) provides that all EU member states have in place a consumer collective redress mechanism. To this end, the Directive obliges Member States to introduce representative actions into their legal systems.
Learn more on the novelties introduced by the RAD including the status and models of the RAD’s transposition across the following countries in CEE: Bulgaria, the Czech Republic, Hungary, Poland, Romania, and Slovakia.
CEE Directors' Risk
Newly released
Shareholder claims against directors are becoming increasingly prevalent with directors serving on the boards of publicly listed companies most exposed. The availability of litigation funding is making it easier for shareholders to obtain finance for such claims. There are a growing number of law firms actively seeking out such claims. There has been a greater emphasis on individual accountability for directors following the global financial crisis in 2008.
Shareholder Risk
A cyber-attack can have a devastating impact on a business’s operational activity,lead to regulatory investigations, the imposition of fines and other costs as wellas damage to reputation. The increase in home-working, use of new technologies and adoption by many businesses of new security arrangements as a consequence, has reinforced the importance of data security. Failure to understand the company’s cyber security arrangements and the impact of an attack could constitute a breach of a director’s duties under the Companies Act 2006.
Cyber Risk
Whilst ignoring equity, diversity and inclusion (ED&I) is dangerous, paying lip service to ED&I may be even more problematic and certainly is not sufficient to make ED&I a reality. This training explains why that ED&I is a business critical issue and should be firmly on a Board’s agenda.
Diversity & Inclusion
The Pensions Regulator has been given a greater arsenal of powers and board decisions that are seemingly unrelated to pensions need to be viewed through the filter of those powers. This report looks at the detail of some of those changes and how they may affect a Board’s decision-making and implementation of corporate activity.
Advising the Board - Pension risk report
Executive and non-executive directors have a wealth of responsibilities, but no matter the nature of a particular role or industry, or the day to day demands of a business, all directors remain subject to a core set of directors’ duties. These duties should be key considerations for any decision-making process by a board of directors. Failure to properly comply with these duties can lead to serious consequences for directors and can even result in director disqualification.
Advising the Board - Directors' risk report
Directors have a key role in making sure that their businesses are aware of and have strategies in place to deal with financial risks. Any board that is unable to deal with these issues could face severe penalties, ranging from personal liability for individual directors to civil sanctions and disqualification. It is crucial that financial risks are dealt with robustly in any compliance strategy.
Financial Risk
The business vision and strategic direction set by the board are instrumental inthe success of development projects. Board members are unlikely to be planning, development or construction experts, but an understanding of the potential risksfor each stage of the development project will help the board to set the strategy and oversee the scheme as it progresses.
Development Risk
Environmental law is firmly and undoubtedly a board-level issue and all businesses need to focus on how it impacts their activities. Environmental authorities expect directors to play a key role in establishing and maintaining a culture of compliance in their organisations regarding environmental law. Any board that gets these issues wrong risks significant penalties not only for the business, but also for themselves as individuals. It is therefore critical that the proper management of environmental law issues is at the forefront of any responsible business compliance strategy.
Environmental Law
The magnitude of climate change risks is so huge and diffuse that it is sometimes difficult to comprehend the responsibility and risks to a particular company. We find it easiest to capture the crux of the risk in these terms: all parts of the global economy have been reliant (one way or another) on the emission of greenhouse gases. This might be in terms of how they heat and cool their buildings, power their factories and telecommunications, transport their goods and services etc.
Climate Change
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to respond strategically to achieve the best possible in relation to employees, customers and the media.
Reputation and crisis management
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues – disputes with the potential to become class actions fall into this category. Class actions are stereotypically considered a US litigation risk, but they are also prevalent in Australia and Canada. Europe has avoided this phenomenon to date but, as a result of upcoming reforms in the UK and other European jurisdictions, this is likely to change in the coming years thereby increasing corporates’ risk exposure.
Class Action Risk
Proper governance is a crucial aspect of managing companies, and particularly so in the context of joint ventures where typically directors will be nominated by the shareholders. There is often a range of contractual arrangements between the joint venture company and its shareholders/their groups, which may give rise to potential and actual conflicts of interests, especially where the joint venture company suffers financial distress and/or insolvency.
Joint Venture Risk
Data can be one of an organisation’s most valuable assets but it can also result in significant exposure if not managed properly. Within a data ecosystem, many things can potentially go wrong – data can be lost, corrupted, not secured properly, misused or “overused”, excessive, inaccurate or kept for too long.
Even for businesses that undertook a comprehensive General Data Protection Regulation (GDPR) implementation programme, managing data effectively is an ongoing exercise. The value of data assets and the high price of non-compliance means that data risk management has become a headline board level issue.
Data Risk
Businesses are increasingly subject to a new phenomenon in employee related disputes. A serious employee complaint can rarely simply be resolved through a one-to-one dialogue and, potentially, an exit agreement, especially where the main protagonist(s) is (are) at a senior level within the organisation. Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
HR Crisis
The use of artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. As AI continues to transform industries and contribute more intelligently and efficiently to business activities, boards play a key role in integrating AI into their business and understanding its opportunities and risks.
AI Risk
Many organisations include mergers and acquisitions (M&A) as part of their overall corporate strategy to achieve their business objectives. The clear and obvious benefits arising from the successful implementation of such a strategy include increased economies of scale, market share or as a means of entering new markets and regions.
M&A
It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director.
Insolvency
For the board, contractual relationships form the backbone of business interactions. From internal office provisions to key supplier and customer relationships, contracts govern the terms upon which business is carried out. Written contracts create opportunity for clarity of precisely who is going to do what in the relationship and provide security and reassurance if the other party does not do what they committed to.
Contractual
Directors should be involved in decisions concerning the selection of IT systems and suppliers. They may find themselves facing questions from shareholders, customers or even the media if technology failure has an impact on the ability of a business to deliver services.
Technology / Operational
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
Failure to comply with health and safety legislation, and to implement effective procedures to protect employees and non-employees, can have profound consequences for businesses and individual members of the board who may be personally liable for any breaches.
Directors should be actively involved in the implementation of health and safety policies and procedures to ensure risks are assessed and well-managed.
Health & Safety
The Pensions Regulator has been given a greater arsenal of powers and board decisions that are seemingly unrelated to pensions need to be viewed through the filter of those powers. This report looks at the detail of some of those changes and how they may affect a Board’s decision-making and implementation of corporate activity.
Pension Risk
The cryptoasset market has grown significantly in recent years and is now a buoyant financial market, with the global market currently valued at over $1 trillion, according to CoinMarketCap.
The market has seen both retail and institutional activity and now many companies are considering the application of cryptoassets to their businesses whether as payment methods, bridges between traditional finance and alternative finance, market infrastructure or investment in itself.
Cryptoasset Risk
When a company is facing significant litigation, either as a claimant or defendant, its board needs to fully understand the general risks of litigation. Decisions to litigate as a claimant will usually be made at a senior (or board) level; being a defendant in proceedings is not usually a matter of choice but deciding to defend (rather than settle) is. In both cases, as litigation is often the last resort where other attempts to resolve matters have failed, the board needs to be well briefed.
Litigation Risk
Environmental, social and governance (ESG) related disclosures are one of the main means by which businesses communicate their ESG performance, strategy and impact to stakeholders. Corporates also increasingly make marketing claims, commitments and pledges relating to ESG factors, or about their products’ or services’ ESG credentials and metrics.
ESG Risk
Competition law is widely seen as a board-level issue, particularly as enforcement is increasing in this area. The law is rapidly evolving, presenting both risks and opportunities for companies.
Cartel and information exchange risk needs to be identified and assessed; pricing and distribution strategies should take account of competition law; and companies with market power should be aware of their additional responsibilities vis-a-vis other market participants.
Competition law
The Representative Actions Directive (RAD) provides that all EU member states have in place a consumer collective redress mechanism. To this end, the Directive obliges Member States to introduce representative actions into their legal systems.
Learn more on the novelties introduced by the RAD including the status and models of the RAD’s transposition across the following countries in CEE: Bulgaria, the Czech Republic, Hungary, Poland, Romania, and Slovakia.
CEE Directors' Risk
Office Relocation Risk
Class Action Risk
Product
Liability Risk
Joint Venture Risk
Health & Safety Risk
Remuneration
/RemCo Risk
IP & Confidential Information Risk
AI Risk
Operational/ Technology Risk
Directors need to carefully plan their company’s HQ strategy and consider
the risk of committing a business to above market rents and inflexible lease terms, which can severely impact a company’s profitability and ability to adapt in a fast changing economic and social environment.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Litigation is a key area of risk that businesses must monitor. Some disputes, due to their size and likely reputational and financial impact, will be board-level issues. Disputes with the potential to become class actions fall into this category. Class action risk is more likely to appear in Europe in the coming years due to upcoming reforms in the UK and other European jurisdictions.
Read the report
Organisations are increasingly at risk
of consumer claims in a climate where consumers are more aware than ever of their rights and remedies. Boards face the risk of the possibility of product liability claims, as well as the reputational damage associated with such claims and the attendant media coverage.
This training looks at what the board’s responsibilities are in relation to product liability and product safety.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
This session focusses on:
Directors’ duties in a joint
venture context.
Managing directors’ conflicts.
Disputes and dispute committees.
Issues surrounding confidentiality.
Proper governance is a key aspect of managing companies, and particularly so for joint ventures where conflicts of interest often arise.
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Read the report
Health and safety for Directors and
Company Secretaries.
Practical points on how to deal with a health and safety crisis.
Health and Safety Leadership.
Environmental compliance.
Dealing with an investigation regulatory inspections
Protecting the health and safety of employees and non-employees is an essential part of risk management and must be led by the board.
This training focusses on:
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Best practice for Boards and Remuneration Committees in setting remuneration policy and the industry and regulatory expectations.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
A business’s intangible property is increasingly a key concern for directors. With almost every company now using or developing technology at the heart of its business, IP risk should now be at the forefront of every Board’s strategy. The use and development of intellectual property assets and confidential information potentially offers a company great rewards, but may also present significant risks if not managed properly.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Artificial intelligence (AI) can enable businesses to improve efficiency, reduce costs and deliver new products or services. Boards play a key role in integrating AI into their business and need to understand its opportunities and risks.
Read the report
What are the regulatory and industry requirements and
expectations for
your business and
what is the Board’s
role in this.
Directors should be involved in decisions concerning the selection of IT systems and suppliers.
Read the report
Read the report
Reputation and crisis management
ESG and Climate Change – what it means for the Board
Operational Resilience: Handling
a major incident
How to deal with Dawn Raids and regulatory investigations
Diversity&
Inclusion
Whistleblowing, Conduct and Culture
Competition – compliance issues
HR best practice –
and what to do if it goes wrong
respond strategically to achieve the best possible in relation to employees, customers and the media.
The modern world provides a particularly challenging landscape as regards the protection of corporate and professional reputations. The challenge for boards and directors facing a reputation crisis is how to
Read the report
Looking at ESG, what it means for Boards and what they need to know, and climate change reporting requirements.
Read the report
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major incident occur?
What are the Board’s responsibilities, what action do they need to take and oversee, how should they deal with regulators, employees, customers, media and the market should a
Read the report
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How to respond when a regulator comes calling (FCA, CMA, SFO, Information Commissioner, H&S etc – as applicable to your business).
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
What D&I means for Boards, what are the industry and regulatory expectations for your business, how you can meet these and what practical steps can you take?
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Tailored to your business (whether regulated or not), this training explores the requirements and expectations on a Board when handling whistleblowing and conduct issues, as well as the Board’s responsibility for culture and how to achieve this in practice.
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Competition law is increasingly a board-level issue and all businesses need to focus on its impact on their activities.
This training is tailored to the specific company to focus on anti-competitive/cartel behaviour and practices.
Read the report
the workplace and leading from the top and discusses the legal position, the clients' policies and the interplay with the regulatory position.
Multiple factors, often outside the usual HR regime, need to be considered at Board level to ensure that serious allegations do not derail the business.
This training focusses on promoting good behaviour in
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Shareholder Activism and abuse of shareholder rights
Market Abuse
Bribery & Corruption
Directors’ personal accountability in financially regulated firms under the SMCR
Restructuring & Insolvency
Directors'
Duties
Shareholder claims against directors are becoming increasingly prevalent. This training focusses on how to deal with difficult shareholders without abusing their rights.
Read the report
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Tailored training on market abuse both for listed companies and financially regulated firms focused on your business, covering what is market abuse, how to avoid and how to handle investigations and regulatory enquiries based on our practical experience.
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Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Some of Advising the Board reports at the bottom of the page touch upon this risk issue.
Explaining the bribery and corruption risks and how to manage these, the systems and controls the company needs to have in place and how the Board leads from the top in endorsing and enforcing compliance.
Read the report
Using our practical experience of regulatory investigations and conduct issues to bring this to life with case studies.
Refresher training to help your Board understand their individual accountability under SMCR (Senior Managers and Certification Regime), the regulatory expectations and how to practically ensure and evidence compliance with the conduct rules.
This training focusses on what duties change and augment for company directors in times of financial distress for the company and what is the result if these duties are not properly discharged.
Explaining your duties as a director under the Companies Act and the consequences if breached using real life examples on how to discharge your duties effectively and good corporate governance.
develop your
programme
Topics for financial services boards
4
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Topics of strategic significance
3
Core topics and best practice
2
2
Core topics and best practice
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1
Duties of the Board and liabilities of Directors
1