Related briefings

It’s lonely at the top: why CEOs need to manage their reputations now like never before

As the world emerges from the initial shock of COVID-19 and moves towards a phase of adjusting and rebuilding, all eyes are on company reputation. The pandemic has already created corporate heroes and villains – and reputations made and lost as we navigate our way through the recession will likely stick for years to come. But, while organisations might be focused on reputation management, now is the time to make the reputation of the CEO as an individual a priority.

Running a charity at a time of crisis: reputation management tips for the third sector

Charities are undoubtedly invaluable to society, but regardless of their admirable aims, they are not immune to experiencing a crisis. This fact has come sharply into view amid the coronavirus pandemic, with charities currently experiencing , caused primarily by a drop in donations. This financial hit has left charities especially vulnerable, leaving the door open for mistakes and wrong decisions to be made. But there are steps you can take before and during a crisis to shield against reputational fallout

Prepare to have right on your side when making efficiency savings

As the UK officially enters recession, we are seeing perhaps the toughest landscape in the corporate world for over a decade. With so many decisions to be made to protect the buoyancy of their business, especially as government support schemes gradually come to an end, many employers are finding themselves in a difficult place. On the one hand, they want to value and protect the staff who have succeeded over the past few challenging months but, at the same time, many are finding redundancies in certain business areas inevitable. So how do they navigate this territory and ensure they keep the business going while doing the right thing?

Hong Kong and China: a perspective

Amy Pope explains cyber security, geopolitical, and global business impact of UK opposition to China’s moves in Hong Kong, and what companies can do about it.

Latest Briefings

The principles of leadership for in-house legal teams

A panel comprised of General Counsels from a mix of FTSE 100 blue chip corporations to high growth companies, offering a great blend of cultures and leadership styles discuss the characteristics of a good leader and share their refreshingly honest personal stories of leadership.

Employment Law Focus: Unconscious bias

Unconscious bias is a growing legal issue for employers. It’s widely regarded as a barrier to equality, diversity and inclusion, and employment tribunals are looking more closely at motivation and bias in discrimination and harassment cases.

Termination for insolvency: how can suppliers protect their position?

Suppliers can no longer rely on contractual terms entitling them to terminate a contract on the grounds of a corporate customer’s insolvency (ipso facto clauses) in most cases. This prohibition was introduced by the Corporate Insolvency and Governance Act which came into force on 26 June 2020 (the Act). This briefing looks at the changes suppliers may need to make to their contracts, as well as to their credit and enforcement strategies, in light of this prohibition.

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