While aligning the goals for an organisation, its people and its values around corporate social responsibility are important, it is also essential to keep focussed and not take on too much.
In leading CSR plans for an organisation, it is easy to get drawn in numerous directions with so many important and meaningful and emotive causes that need support.
However, to be most effective it is important to be selective to achieve greater impact and to retain the engagement of those around you whose energy and commitment you need. It is hard to be the one who has to choose to take on only a few opportunities rather than trying to cover many areas, and make everyone happy. However, the results are likely to be better for you and the causes you support by keeping them focussed.
An overview of a recent High Court decision exploring increased transparency in family courts, with a focus on parental alienation and journalist access.
Read more
From 29 June 2026, the Crime and Policing Act 2026 (“CPA”) significantly expands corporate criminal liability in the UK. Companies and partnerships may now be held liable for any criminal offence committed by a senior manager acting within the actual or apparent scope of their authority, regardless of where the entity is incorporated. In practice, as we discuss in this note, application of the attribution test is not as straightforward as advertised and the likelihood of prosecution will depend heavily on the application of public interest factors.
Read more
Significant reforms to the UK’s Enterprise Management Incentive (EMI) regime came into effect on 6 April 2026, marking the most substantial expansion of the scheme since its introduction. The changes are intended to modernise EMI for today’s growth economy by widening eligibility, increasing flexibility and simplifying administration. For scale ups and mid market businesses, the reformed regime presents a timely opportunity to revisit long term incentive planning.
Read more