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Tesla is in crisis mode, and it’s all down to how the company is governed. Stakeholders simply don’t have the confidence that the company can excel under its current leadership. This is according to Corporate Governance Institute, the global leader in educating and certifying existing and aspiring boardroom directors Ciaran Bollard, CEO, Corporate Governance Institute , comments: “As of early April 2025, the company’s share price has been struggling. Every cent of the bump it enjoyed following Trump’s election victory and Elon Musk’s appointment as an employee of the US Federal Government is gone. Analysts don’t expect this good fortune to return anytime soon. “Since January 2025, Tesla’s share price has been in freefall. It has lost over half its value from a December 2024 peak.” It coincides with three big trends: CEO Elon Musk’s role as head of the Department of Government Efficiency (DOGE). Tesla’s increased global competition. It has been a world leader in electric vehicles for years, but now, other companies are challenging its dominance. The increasing distance between the ideology of Tesla’s customer base and that of Musk himself. “The real issue isn’t that Musk is taking on new responsibilities elsewhere; it’s how he is (or isn’t) handling Tesla while doing so. The company faces plummeting sales, eroding consumer confidence, and growing stakeholder dissatisfaction. Yet, Musk’s response has been erratic at best and negligent at worst,” added Bollard. “Musk has always been outspoken, but in the last few years, he has gravitated far more towards far-right politics and found a home in the warm embrace of the MAGA movement in the United States. Tesla is in a bind because of this; its consumer base – ever environmentally conscious – traditionally aligns with the opposite end of the political spectrum.” It’s Musk’s political decision to take on the roles he wants. Still, whether he likes it or not, he has tied Tesla’s reputation to his own, meaning stakeholders will judge the company based on his actions while working for Donald Trump. The most crucial fact is that Tesla sales are dropping because of this. Bollard continued: “Musk’s governance failure here is that he is still supposed to act in the company’s best interests while he remains the leader. If his current political position compromises trust, he should either re-think his politics or distance himself from Tesla’s operations, but he has shown no sign of doing either.” Tesla is therefore facing a number of inter-related challenges: 1 - A Divisive Leadership Style That Alienates Customers And Investors Mainly because women and minorities are underrepresented in the top ranks of U.S. firms, there is very little racial and gender diversity in corporate America. Investors want to see more diverse boards, boards that represent the communities and customers they serve. Many companies currently don’t reveal the gender and race, or ethnicity of directors. 2 - Plummeting Sales And No Clear Response Musk hyped up the company’s cybertruck, but when it finally hit the market, it arrived late, overpriced, and riddled with production issues. Meanwhile, competitors like Rivian and Ford have surged ahead. Competitors are now caught up in the electric vehicle game, giving customers cheaper alternatives to Tesla while still providing them with the same luxuries. Tesla is having serious trouble in the Chinese market, where other brands like BYD are eating into the company’s market share, offering better value and fewer controversies. Bollard added: “Despite all this, Musk’s response has been minimal, and that’s the governance flaw. When sales are down, when the pressure is up, the answer is always a thorough analysis of strategy and a revamp if necessary. Get rid of what’s not working and explore new avenues for success." “Musk is simply not doing this. There’s no clear turnaround plan, no major product announcements to reinvigorate demand, and no strategy to reassure investors, some of whom are questioning his leadership outright." A Governance Structure Built Around One Man Tesla is still firmly built around Elon Musk, and Musk favours the one-man-band approach to governance. He demonstrated this at X too. Independent, inquisitive and challenging boards are one of his biggest pet peeves. Instead, he prefers governance colleagues to be more “rubber-stamp” in their behaviour, consistently agreeing with his decisions and falling in line instead of challenging anything. While this suits him, it’s not exactly an indicator of good governance, especially now that Tesla is out of rapid growth mode and facing serious business challenges. Bollard concluded: “There’s a lot to talk about with Elon Musk, who is now one of the most influential people in global politics, let alone economics." However, behind all the debate and divisiveness, he also has several things to answer for at the company that he built from the ground up over the last decade: essential governance 101 issues that will decide the future of the business. What happens next? That’s the big question.

St Austell Brewery’s first-ever low-alcohol IPA has taken the low/no alcohol scene by storm, winning its second award in just six months since its launch. Proper Job 0.5%, which was modelled on the business’s renowned flagship Proper Job IPA, scooped a silver award at the prestigious World Alcohol-Free Awards 2025. The World Alcohol Free Awards is the only international competition aimed exclusively at judging non-alcoholic drinks, from beers, wines and spirits to soft drinks. At the blind tasting, judges described Proper Job 0.5% as having "enticing colour, with a classic hop-driven nose, and flavours of pine, grapefruit, and caramel. Medium-bodied, with good richness of flavour, firm bitterness, and a long finish. Refreshing, sessionable, and pairs well with full-textured dishes.” Proper Job 0.5%, which made its debut in October 2024, is the result of over two years of careful development and taste testing. Led by Brewing Director Georgina Young, the team worked tirelessly to create an authentic low-alcohol version of its flagship Proper Job IPA. The result is a crisp, refreshing beer brewed with the same hops – Cascade, Willamette, and Chinook – as the original Proper Job, delivering the signature citrus, grapefruit, and pineapple notes that have made it a favourite among beer lovers. Georgina Young, Brewing Director at St Austell Brewery, said: "It’s amazing to see the rapid success of our first low-alcohol beer. While it took time perfect the recipe, that has clearly paid off, resulting in a well-balanced IPA that offers exceptional flavour without the alcohol. Launching Proper Job 0.5% was a proud moment in itself, and receiving this award celebrates the craft, quality and excellence that went into creating it." Following its successful launch in bottle, and with demand for low/no alcohol products ever-growing, the beer was also launched in a convenient can pack this month. The beer won its first award earlier this year, taking home a gold in the beer category of Taste of the West. The awards are run by the UK's largest independent regional food group which promotes and supports food and drink from the South West of England.

John Lewis is making bold investments in its Home brand to reinforce its unique position as a lifestyle leader and expert on everyday home products. This month the retailer is launching a new, glossy home publication called ‘Foundation’ which will be published bi-annually. The inaugural issue will be posted to over 250,000 customers including My John Lewis members. The launch of the publication coincides with John Lewis’s spring home marketing campaign ‘One thing can make the room’; which is the biggest home campaign the retailer has run since 2021. The campaign centres on the idea that whether it’s a statement sofa, a sculptural lamp, or the perfect bed, one thing can make the room, and showcases exclusive, hero products from John Lewis’s spring/summer collections. In another move to highlight John Lewis’s in-house design expertise the retailer will work with the winner of this year’s BBC Interior Design Masters TV competition, which starts this evening. The winner will have the opportunity to design their very own homeware collection in collaboration with the much-loved retailer’s talented 23 strong, in-house UK based design team led by new Head of Design, David Barrett. Rosie Hanley, John Lewis Brand Director said; “We hold a unique position in the UK home market. Over one third of the UK population shop with John Lewis, and last year home customers grew by 11%. We’re trusted for our quality, service and unrivalled range of home products. The investment we’re making in our brand this spring is to inspire our customers with our style." “Printed publications that you want to keep and display are having a revival, so our new publication is a great way to showcase our incredible home products and reinforce our authority as a style leader in the home space.” This spring John Lewis is adding 30 new brands to its Home offer including Harlequin x Henry Holland, West Elm and By Hope; as well as a collaboration with iconic British design house Sanderson.

Leicester College’s new Sports Academies for men's football, women's football and men's basketball will be launched at Hoops and Goals Fest on 29 April 2025. This exciting event will bring together invited students, local schools, sports professionals and community partners to highlight the benefits of education, employment and health through sport. The event will take place from 3-5pm on Tuesday, 29 April, at the Mattioli Arena in Leicester. It will feature demonstrations, interactive activities, competitions and a networking opportunity. These sessions will be led by representatives and professional athletes from Leicester City Football Club and the Leicester Riders basketball team, as well as industry experts from Everyone Active and The Gym Group. Schools from across Leicester and Leicestershire have been invited to participate, allowing Year 8 and 9 students to explore potential career pathways in the sports, fitness and health industries. Leicester College Vice Principal, Debi Donnarumma, said: "Our new Sports Academies are a key part of Leicester College’s Sports Strategy, which is designed to promote both education and health by encouraging active participation in sport. Engaging in sports not only supports student well-being but also provides valuable pathways for career development." “Through strong partnerships with sports organisations, employers, and community groups, we are creating new opportunities for students to develop their skills and connect with industry professionals. Inclusivity is at the heart of our approach, and we are committed to increasing participation among women, students with special educational needs and disabilities, and other underrepresented groups to ensure that sport is accessible to all." Leicester College is expanding its curriculum to include new opportunities such as apprenticeships and additional qualifications. The College is also working towards achieving national recognition, including awards such as the AoC Sports Award, which would highlight student excellence in sport. The Sports Academies will offer students access to expert coaching, professional training, and hands-on experience in the sports industry. Those pursuing sporting qualifications will have the opportunity to train alongside students from other academic fields, gaining valuable knowledge and skills that will prepare them for careers in sport, fitness, and health. With a team of highly qualified coaching staff, Leicester College is committed to fostering talent, enhancing physical fitness, and preparing students for future success in the sports industry. Leicester College invites students, staff, and community partners to be part of this new era for sports education in Leicester.

The new president of Bournemouth Chamber and Commerce has outlined plans for his term in office. Nigel Hedges wants membership to reach 760 – the level it was at when he finished his last term in 2013. He also wants to create a Chamber Business Hub in the town for hot-desking and meetings. Furthermore, he plans a Business News TV project and to grow the ‘Next Gen Group’ of future leaders. Nigel, who ran an engraving business in Bournemouth for 50 years and closed his shop just before Christmas, also wants to create specialist network groups. He said: “I have already given 20 years to the Chamber and served as president from 2008 to 2013. I have gradually been getting back involved and having been voted in to lead this 109-year-old association I am determined to see it continue to develop." “I want to continue the growth that happened under my predecessor Bill Perkins. Having closed my shop – although I still work as an engraver – I now have the time as well as the energy to meet members and advocate on their behalf." “I want to grow the Next Gen Group, which is young and diverse, and ensure there is pathway for them to become president if they so wish. We will be creating more video content through a Business News TV project and I want to create a Chamber Business Hub." “The membership continues to grow and we will be continuing with all the networking and other events and there will be more of them." “We have a board of people with talent, enthusiasm and energy and with a real squeeze on business we will do everything we can to help them; from sole traders through to our biggest members. I was pleased that Jessica Toale MP was able to be at our AGM when I was voted in, and she expressed her support for the Chamber and its members." “Despite the difficulties businesses are facing I am excited about the future and I want to build the number of affiliate members – other similar organisations – because by collaboration we can help each other.” Above Photo: Jessica Toale MP with Nigel Hedges, the new Bournemouth Chamber President

Banana Tree, the award-winning Southeast Asian restaurant known for its bold flavours and vibrant dishes, is launching a brand-new range of generously portioned lunchtime bowls. The dishes packed with protein, vegetables and flavour are designed to be just enough to satisfy midday cravings while keeping things light, flavourful, and packed with healthy ingredients. To celebrate the launch, these exciting new bowls will be available for just £5 for a limited time only, making it easier than ever to enjoy a delicious, protein-rich lunchtime meal that doesn’t weigh you down. Available from 12-4pm, Monday to Friday, the new lunchtime bowls can be enjoyed dine-in, for delivery, or via Click & Collect, giving guests the ultimate flexibility to grab a quick bite or savour their meal at leisure. The lineup features some of Banana Tree’s boldest and most iconic flavours, with each bowl built around fragrant rice, fresh vegetables, and mouth-watering Southeast Asian-inspired sauces. Options include - Teriyaki Chicken and Tofu; Chicken Katsu, Vegan Katsu and Clean Katsu; Firecracker Chicken; and Chicken Coconut Lemak and Tofu Coconut Lemak Tom Patrick, Marketing Director at Banana Tree, said: “We know that our guests are looking for a lunchtime offer that balances incredible value with bold flavours, while also being satisfying and convenient. That's why we've created the new Tuk Tuckers Lunch Bowls. They bring together the perfect balance of protein, fresh vegetables, and our bold Southeast Asian flavours in a way that’s hearty but never heavy. And at just £5 for a limited time, there’s no better way to experience a little lunchtime adventure!” With 21 locations across London, the South East, Salford, and the West Midlands, Banana Tree continues to bring the vibrant, authentic flavours of Southeast Asia to diners across the UK. Known for favourites like Pad Thai, crispy Katsu Curry, and rich, fragrant curries, the restaurant is the go-to destination for those who crave bold, satisfying dishes crafted with authentic ingredients and spices. The new Tuk Tuckers Lunch Bowls are available now in all Banana Tree locations. With a special £5 launch price for a limited time, this is an opportunity not to be missed. For more information or to find your nearest Banana Tree, visit bananatree.co.uk .

Frozen food distributor Central Foods has strengthened its team with the appointment of a new marketing manager. Ranga Nasho has more than ten years of marketing experience, with a specific focus on business to business (B2B) marketing in the food manufacturing industry over the past eight years. A marketing graduate and a chartered public relations practitioner, Ranga will bring a wealth of experience in designing effective communication strategies to Central Foods. He will be responsible for marketing activities such as digital marketing and advertising. Central Foods MD Oli Sampson said: “We are excited to welcome Ranga to the Central Foods team. He brings a wealth of experience in marketing and PR, earned over several years of working in a range of different sectors from sport through to the legal profession, but most recently in the food manufacturing sector." “Central Foods offers a wide range of top quality sweet and savoury products to help make life easier for the catering sector. The appointment of Ranga will help us to better showcase our products, providing customers with inspiration about options to add to their menus." “It will also help us to retain our reputation and position as one of the UK’s leading frozen food distributors to the food service sector.” Northamptonshire-based Central Foods currently sells to over 200 independent wholesalers, as well as larger national and regional wholesalers. The company is proud to be a catering partner across the whole food service sector, supplying to hotels, restaurants, bars, universities, schools, pubs, care homes, garden centres, leisure outlets and more. Ranga, who lives in Milton Keynes, said: “I am really pleased to be joining Central Foods as marketing manager at a time when the company continues to grow. I’ll be drawing on my marketing and PR experience to support the business to achieve its marketing goals and look forward to working alongside the sales team." “As a self-proclaimed foodie and with experience of the food manufacturing industry, my new role at Central Foods is the perfect fit for me - working in the ideal environment.” Central Foods was launched in 1996 and has grown to become the UK’s leading frozen food consolidator to the wholesale and food service market - providing quality products that deliver on taste, consistency and value for money.

Today, Andrew Griffith MP, Shadow Secretary of State for Business and Trade, has launched the latest phase of the Conservative Party’s Policy Renewal Programme. It will be a bold new initiative to shape the policies of the future using the experience of private sector leaders, industry titans and businesses large and small. As a former FTSE100 CFO himself, he plans to place frontline experience and industry insight at the heart of the strategy. This is a revolutionary policy agenda that aims to reflect the practical realities of the business world rather than the Whitehall knows best approach that has failed Britain's businesses. Building on this wealth of business experience will ensure the state becomes more efficient, more focused and, most importantly, more effective. Griffith will lead a deep review of the problems this country’s businesses are facing, ask important questions about what is holding business back and seek opportunities to champion entrepreneurship and unleash businesses full potential to boost UK PLC. He has already been out and around the country meeting with industry magnates as well as small businesses who are the backbone of Britain’s economy. But there is more to do. This business policy drive will form a centrepiece of the Conservative Party’s business offer at the next election. It is set to be the biggest review and engagement process in a generation. The business agenda is just one strand of a wider Conservative policy overhaul as the Party prepares for the next general election. Andrew Griffith MP, Shadow Business Secretary, said: “Britain’s businesses have been hammered by a punishing Labour government, which has trash talked the economy, hiked taxes to record highs and drowned businesses in reams of red tape." “I have been meeting with businesses large and small across the country, and they are crying out for a low-tax, lighter-touch regulation, more business-oriented policy platform. That is what the Conservative Party - under new leadership - will offer." "We will always back the wealth creators, the entrepreneurs and the risk takers who power our economy." “So, I am bringing British business leaders into the heart of this policy renewal programme and if you want to play your part, I want to hear from you. The Conservatives are open for business." Please visit their website here to contribute to the policy renewal.

A convoy of aid is headed out of south Warwickshire to Ukraine again this week in what marks the 10th ‘journey of compassion and solidarity’ since war broke out. The team of eight drivers, are travelling 1,500 miles to deliver three ambulances and a Land Rover – all loaded with medical aid - and 2,000 Easter eggs - to help people in the war-torn country. Their three-day journey will eventually take them to Lezajsk, a town on the Polish/Ukraine border, where a central hub for humanitarian aid for Ukraine has been established, before flying home from Krakow. The vehicles, themselves worth a total £22k, are laden with medical supplies, provided by Ukraine Medical Charity based in Warwick and incontinence pads for care homes, supplied by the NHS as well as donations of household goods and Easter eggs from LKQ Euro Parts, Warwick Rotary Club and members of the public. It marks the sixth such trip for retired judge Antony Cleary OBE, from Ashow, who is joined on the team by David Blick from Warwickshire Gin Company; David Maxted; Richard Kijowski and George Eden, who all make their third trips and, Ivan Pointon, making his fourth. But also joining for the first time this year are Warwick Councillor Adrian Barton, accompanied by Paul Stoodley. They will travel from Leamington to Folkstone with an overnight stop in Dortmunt, Germany; Wroclaw and Krakow before returning home. Dawid Kozlowski, from The Polish Centre which heads up the mission with charity Belveder, said: “The ambulances are too heavy for the muddy terrain. The 4x4s go deep into Red zones, collect the wounded person and take them to the ambulance." “For me, this work is incredibly important. I’m grateful that, in some small way, we can help save lives and improve the lives of children. It’s humbling to know that the support we send can make a real difference." “We have a connection with sisters of Saint Joseph who run a care home, orphanages and education centres in Ukraine. Household goods such as washing powder and cleaning materials, toiletries are going to be distributed around to people in need by the sisters." “These sort of materials are very expensive in Ukraine and people just simply cannot afford them, people who are classified as internal refugees - from the east of Ukraine who are now living in central and West Ukraine and have no home to come back to.” Over the past year, more than 40 lorries filled with aid have made their way to Ukraine thanks to the tireless efforts of the community. The mission has once again received the financial backing of LKQ Euro Car Parts – whose collaboration with Belveder has raised more than £400k and resulted in the delivery of more than 300 tons of aid since Russia’s invasion. Dawid, who works at LKQ, added: “I think back to when we went to Ukraine two weeks before the war started delivering some aid to the sisters. Nobody wanted to believe that the war was going to come. We were sat in the Market Square having a nice coffee. It was very pleasant and no one was thinking about the war. And here we are over three years later.”

New data from the Higher Education Business and Community Interaction (HE-BCI) survey reveals a fall in university-business collaboration and the broader knowledge exchange environment. Key Findings: Knowledge exchange income – which encompasses a variety of collaborative activities between universities, business, and other non-commercial organisations – totalled £5.9 billion, a 3.9% decrease from last year in inflation-adjusted terms. In the past two years, knowledge exchange income has declined by 8% in real terms. University-business collaboration – a narrower metric, which focuses on consulting, contracting, and facilities services for commercial businesses – similarly fell by 4.1% in real-terms. At the same time, the number of university–business interactions increased by 6% to 81,499. 1,672 spin-out companies had survived at least three years, a 7% increase from the previous year. 160 spinouts were also newly registered, a 4% decline from last year. “University–business collaboration remains one of the most powerful tools for turning innovative ideas into real-world solutions and driving economic growth,” said Rosalind Gill, Head of Policy and Engagement at the National Centre for Universities and Business (NCUB). “The continued decline in collaboration and knowledge exchange sends a strong signal: universities are struggling to maintain high levels of innovation in the face of mounting financial pressures." "There are some encouraging trends. Modest increases to collaborative and contract research represent a clear opportunity to boost the UK’s private sector R&D, which is essential for long-term progress. At the same time, we are concerned by a sharp decline in university income to support local regeneration, driven by the loss of key funding streams like the European Structural and Investment Funds." "The overall picture shows us that there are pressing challenges we must confront. If the UK is serious about achieving transformative growth through collaboration, we need to take bolder steps—and that starts with ensuring our universities have the financial stability they need to lead the way.”

Social care providers across the UK are "sleepwalking over a cliff edge" according to Dr. Robert Kilgour, Founder and Exec Chair at Renaissance Care, one of Scotland's leading businessman and social care sector legend who founded Four Seasons (which became one of the largest care home groups in the UK) in 1989. Speaking on Newcross Healthcare's,Voices of Care podcast, Kilgour delivered a stark assessment of the sector's precarious financial position following Budgets in England and Scotland, warning: "Care homes will close, and vulnerable elderly will die as a direct result of these budgets." Kilgour pointed to recent financial pressures that have created what he described as a "triple whammy" for care providers in England centred on increased costs arising from rises in the national living wage and changes to national insurance. He was critical of Ministers claiming that over £800m was being given in extra funding for the sector stating: “That’s an outright lie. They’re not doing that.” This was funding given to local authorities he explained and “it's not ring fenced” for social care. “And by the time it does get to the front line of social care, it's a vastly smaller number." Kilgour said Government really needed to understand the real-life effects on business of their measures adding pointedly that: “When you look at the current Labour Government front bench there’s nobody with any business experience.” For Renaissance Care alone, which operates 19 care homes with 900 registered beds across Scotland, these "unbudgeted and unexpected" changes will cost £900,000 annually, putting severe pressure on the company's finances despite its relatively strong position in the market. He also called out commissioning practices in Scotland highlighting how the private sector provides care at half the cost of public sector care home provision. The consequences of the added financial pressures above, according to Kilgour, will be far-reaching: "My worry is certainly in Scotland, second half of this year and the first half of next year, I think is going to be a lot of care homes that are going to close." He added that some smaller care home groups have indicated "they're going to have to go cap in hand to their bank because they will be likely to breach banking covenants." Kilgour was also particularly critical of recent reform attempts, including the proposal for a Scottish National Care Service, which he initially welcomed but which he pointed out has "spent £30 million without one single hour of extra care being delivered." Kilgour outlined how the promise of a National Care Service fell apart in Scotland. “Perhaps something Wes Streeting needs to learn from given such a service was a part of the Labour Government Manifesto?” says Voices of CareHost, Suhail Mirza. Kilgour remains a strong believer in the social care sector adding that “... the demographics for the sector are really, really good.” Despite creating one of the largest care home groups (Four Seasons had over 100 homes by the time Kilgour exited) Kilgour is wary of the very large care home model’s sustainability given current market and fiscal conditions; these require greater investment in clinical governance and technology even as margins are lower post Covid. At Renaissance Kilgour explains he has sought to “grow in clusters” and this specialist regional approach also allows for “bolt on acquisitions." To address the issues for the sector and promote new thinking, Kilgour has launched the Social Care Foundation with former Deputy Prime Minister Damian Green as Chair, creating what he describes as "a platform and something cross-party to encourage and support meaningful reform of social care across party." Arguably only such a consensus can truly address the sector’s long known and perennial challenges? The Voices of Care podcast, hosted by Suhail Mirza, continues to provide a platform for sector leaders to address critical issues facing health and social care across the UK.

International business advisory group Azets has reaffirmed its commitment to sustainability at a time when many businesses are retreating from their pledges – placing ESG at the heart of its long-term strategy. As companies worldwide scale back their investments in environmental and social responsibility, Azets is taking the opposite approach – strengthening its investment in sustainability, social impact and responsible business practices, and driving measurable impact. Chris Horne, Group CEO at Azets, said: "This is no time to slow down. Sustainability is not a trend or a checkbox exercise – it’s a responsibility we take very seriously and fundamental to how we operate. While some businesses may be retreating from ESG commitments under external pressures, we’re doubling down. Our focus is on meaningful action, not just rhetoric, and our latest ESG impact report is proof of that.” Azets’ latest ESG impact report, Making an Impact in 2024, outlines key milestones and ambitious targets that set a bold direction for the future – with the ambition of positioning Azets at the forefront of responsible business practice. The report provides clear evidence of Azets’ strengthened commitment, demonstrating real action in tackling the environmental and social challenges facing businesses today. Highlights of ESG impact report include: Accelerating towards Net Zero – Azets is cutting its carbon footprint, aligning with the Science Based Targets initiative (SBTi), and investing in renewable energy and waste reduction. Strengthening ESG governance – The Group has launched a double materiality assessment (DMA) under the Corporate Sustainability Reporting Directive (CSRD) to pinpoint key ESG impacts and financial risks. Investing in people – Thousands of colleagues have engaged in new learning and development programmes, such as the Azets Academy (Azets Ireland), while new values-based leadership behaviours set a clear framework for excellence. Driving social impact – Colleagues have raised over £100,000 for charities through Azets 4 Kids and other initiatives, while partnerships with Access Accountancy (Blick Rothenberg) and The King’s Trust (Azets UK) are expanding opportunities for underrepresented talent. Leading with integrity – Azets has strengthened leadership frameworks, increased accountability, and enhanced transparency to meet the highest ESG standards while helping clients embed sustainability into their businesses. Azets recognises the unique challenges within professional services, a sector traditionally lacking diversity, and is owning this challenge openly. The Group has made measurable strides in diversity, equity, and inclusion (DEI), acknowledging the work still to be done and committing to further change. Claire Jepras, Group Chief People Officer and the Executive Committee member responsible for ESG, added: "We are proud of our progress but not complacent. The barriers that have existed in our industry for decades won’t disappear overnight, but we are committed to breaking them down." “Through initiatives like the Azets Academy, expanded DEI leadership programmes, and the launch of values-based leadership behaviours, Azets is building an inclusive culture that supports underrepresented talent and ensures real progress.” Amid increasing regulatory scrutiny and shifting global attitudes towards ESG, Azets believes that leadership in ESG is not about compliance – it’s about conviction. The Group is committed to meeting the future head-on – continuing to invest in net zero targets, DEI strategies, and governance frameworks. Chris Horne concluded: "Real leadership means stepping forward, not stepping back. As a purpose-led organisation, we are investing in a sustainable future and re-setting ambitious goals for 2025 and beyond – not because we have to, but because we believe it’s the right thing to do, to improve the lives of our people, our clients, and our communities."