No, Napoleon didn’t ask for “lucky generals”. (It was probably Mazarin.) But it seems a lot of CEOs lucked into their leadership roles. Maybe we should embrace that fact.

Our professional pride – and integrity – can be sustained though a positive approach to lifelong learning.

The raft of new rules and realities at the start of 2025 reminds us that good governance should serve the people – whether that’s company secretaries or society at large.

The latest survey of AIM boardroom diversity has delivered mixed findings; more than a third of companies on the junior exchange still have all-male boards. It’s time to redouble our efforts.

In our research of 50 FTSE companies, we realised you cannot understand board composition in its fuller meaning without an analysis of information from multiple disparate components. We present our findings – and a suggested solution on how to transform the board’s approach to composition through explicit design that responds to specific circumstances.

The evidence is clear: financial rewards for whistleblowers work. But that doesn’t mean just throwing money around to root out wrongdoing

Alia Fazal is CGIUKI’s 2024 Governance Professional of the Year. We caught up with one seriously busy CoSec – with a passion for helping to shape the future of governance.

A change in market sentiment on ESG has seen fund inflows fall. But new legislation and regulation of ESG rating agencies could arrest the current backlash by firming up ESG criteria and helping companies demonstrate compliance with good, objective, ESG criteria.

Even with the best governance structures, things can go wrong – and charities are no exception. That means a process for producing serious incidents reports must be embedded in any organisation’s governance playbook.