Tom Llewelyn is Company Secretary and Head of Governance at The Cambridge Building Society. He recently completed The Chartered Governance Institute’s Qualifying Programme and in this comment piece, he shares his journey into the world of governance and why completing the QP was transformative for his career.

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

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

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

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

Board Behavioural Dynamics is the Board’s ability to come together effectively as a collective body. This Handbook describes how to deliver Board Behavioural Dynamics to optimise Boards of large, highly regulated organisations across multiple jurisdictions.

Untangling corporate governance

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

How to manage disagreement to improve board dynamics