In an ever more competitive world, businesses are under increasing pressure to transform the way they operate and adopt digital delivery models for their processes and services. Indeed, a successful digital transformation project can mean the difference between a business failing and one that embraces the future and realises its potential. But such projects carry …
The rising tide of ESG The component parts of ESG are not new. GCs and company directors have long had climate issues in mind, and the rise of social movements such as Black Lives Matter and #MeToo have given diversity a new momentum. In recent years, however, ESG has been viewed as a whole, with …
The last two years have seen enormous growth in the legal market. With reports of record profits for many firms, particularly in the top 100, equity partners have enjoyed a considerable boost to their earnings. However, the need to resource this surge in demand for legal services has created a battle for talent and a …
No director relishes learning that their company may have engaged in misconduct such that they have to decide whether to voluntarily self-report any suspicions to an enforcement agency. Directors are fiduciaries of their companies and are legally required to put the interests of the company’s stakeholders first, including decisions whether to self-report. Misconduct can come …
Risk management is a key component of corporate governance, and boards will look to their in house legal teams for advice on where the main legal risks arise.
Nursing deep bruises from the seemingly endless bombardment of external curveballs which have battered businesses in recent years, most organisations will have given up some time ago in planning for any return to normality.
In today’s digital-first world, businesses and C-suites are increasingly using social media to raise their profiles, contribute to online conversation, and to market services. But alongside the countless opportunities it offers, social media also poses risks to privacy, reputation and security.
In a short period of time, and without any change in UK law, the CMA’s enforcement of UK merger rules has become much more interventionist. Can you explain how CMA enforcement has changed?
