Business Insight

Board priorities in 2025

16 January 2025

Looking up to sky at apex of high-rise buildings

What should be on your Board’s list of priorities in 2025?

Based on what they are seeing in the market, our global governance, sustainability, and risk advisory experts have set out their priorities for Boards in 2025.

Some priorities have evolved because of challenges encountered last year. Additionally, we have identified new priorities that address emerging issues and opportunities. We hope that these priorities will serve as a catalyst for meaningful discussion and debate within your organisation.

If you would like to discuss any of the issues raised, please contact your usual Ashurst contact, or any of the key contacts listed.

Series of flags

Geopolitical risks

Boards should take a proactive approach to understanding the business impact of geopolitical risks in an era of permacrisis.

Trees in forest with autumn coloured leaves

Greenwashing

Developments in regulation and enforcement make greenwashing and sustainability risk a priority in 2025.

hands at computer

Cyber readiness

In an era of growing Board accountability, redefining cyber readiness means building a regulatory defensible approach to cyber breaches, before they occur.

person pointing to graph on screen

UK: Failure to prevent fraud

Large UK companies in all sectors will need to ensure that they have reasonable procedures in place to prevent and detect fraud.

people at meeting table

Internal controls

The accelerating pace of change in cross-industry dynamics exposes companies to new and escalating risks, as such, it is vital to ensure internal control frameworks are suitably designed to limit risk impacts.

Building façade

Supplier risk management

Boards must take a proactive role in overseeing supplier risk management to mitigate against potential disruptions and ensure long-term success.

windmills at sunset

Sustainability reporting

With legislation mandating comprehensive disclosures that vary by jurisdiction and a problematic geopolitical landscape, the complexity of improving corporate sustainability performance is increasing.

hands pointing at graphs

Artificial intelligence

Boards must contend with the careful balancing act between driving AI adoption, managing emerging AI risks and ensuring compliance with an increasingly complex regulatory landscape.

Mental wellbeing

Compliance, cultural and financial benefits result when there is effective management of mental wellbeing risks.

Cyclist and pedestrians walking over zebra crossing

Whistleblowing

Ensuring the effectiveness and oversight of whistleblowing processes has never been more important for senior management and Boards.

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Employment rights

The employment landscape is drastically changing, and Board awareness is critical to address these challenges in respect of a company's most valuable asset: its people.

Worms eye view of three buildings

Shareholder activism

Shareholder activism is on the rise. Boards should have a plan to deal with future activist claims and stand ready to engage constructively with shareholders.

This publication is a joint publication from Ashurst LLP, Ashurst Australia, Ashurst Risk Advisory LLP, Ashurst Risk Advisory Pty Ltd and Ashurst Boardroom Advisory Pty Ltd, which are all part of the Ashurst Group.

Ashurst Risk Advisory LLP, Ashurst Risk Advisory Pty Ltd and Ashurst Boardroom Advisory Pty Ltd services do not constitute legal services or legal advice, and are not provided by qualified legal practitioners acting in that capacity. The laws and regulations which govern the provision of legal services in the relevant jurisdiction do not apply to the provision of risk advisory (non-legal) services.

This publication is not intended to be a comprehensive review of all developments in the law and practice, or to cover all aspects of those referred to. Readers should take legal advice before applying the information contained in this publication to specific issues or transactions.