LawDeb at Governance Ireland 2026 | Guiding Governance in Turbulent Times 

This year's Governance Ireland conference brought together company secretaries, board advisers, directors and governance professionals from across Ireland and beyond, guiding the audience through a fascinating review of what challenges and opportunities lie ahead for governance experts. With a full day of sessions spanning geopolitical risk, entity data management, cyber crisis preparedness, shareholder activism and the role of AI in modern governance, today’s company secretary is clearly more than a minute-taker. A governance expert of today holds a pen, a lap-top and in-depth knowledge of AI… 

Navigating a Complex World: What Global Uncertainty Means for Modern Governance 

The opening keynote by Derek Leatherdale, Senior Geopolitical Risk Adviser at Sibylline, set the tone for the day with a compelling reminder of how dramatically the geopolitical landscape has shifted, and how an event half-way across the globe can affect even a small local company. 

Topics that were seldom mentioned in the boardroom 15 to 20 years ago can now be central to board discussions and actively shape strategic decisions. A good understanding of geopolitical risk is quintessential since this subject has moved firmly into the mainstream of governance. To assist the board in its strategy, company secretaries and governance professionals need to develop a solid understanding of the geopolitical environment. The focus should however not only be on international affairs, but also on key local decisions. It is quite clear that governance experts need to acquire a new geopolitical hat and make sure it is donned frequently.  

The consequences of an event in a region that previously would have barely ruffled any feathers can now entirely deplume a bird. The consequences can be incidental and unexpected for a local Irish business. Keeping pace with global developments is no longer optional but should become a core part of the governance professional's role. 

In an interconnected world, organisations must factor geopolitical considerations into their risk frameworks and build a readiness system capable of anticipating and mitigating risks before they materialise. What was once given a simple thought, now needs clear management by governance professionals as a butterfly’s flutter can create a whirlwind in the hinterlands and beyond.  

Ready to Move: Why Your Entity Data Is Your Most Valuable Asset in a Volatile World 

A hands-on workshop sponsored by Diligent explored how the quality of an organisation's entity data determines its ability to act at speed when geopolitical or regulatory events demand it. 

To paraphrase the famous real-estate expression “location, location, location”, today’s governance specialist’s most valuable assets are “data, data, data”. 

Data and data clarity are fundamental to effective decision-making and to the smooth execution of corporate transactions whenever they arise. Without clean, current data, even well-intentioned governance frameworks can break down under pressure. Sanctions can be applied overnight, border arrangements can shift rapidly meaning that today’s current affairs can be tomorrow’s nightmare. Organisations that do not have accurate, readily accessible information about their entities and structures could face consequential operational and compliance risk as a result. This risk does not only exist in the shadows of a major international decision, but also in many seemingly lesser important situations.  

The key message reinforced by this session was that entity management should be treated as live strategic infrastructure, not a back-office function. Gaps in subsidiary records, beneficial ownership information, or key third-party relationships can cause significant delays when one would expect it least. 

Update from the Companies Registration Office 

This panel moderated by Jillian O'Sullivan of Grant Thornton, with speakers from the CRO including Registrar Maureen O'Sullivan and Legal Adviser David McFadden, provided a useful update on developments at the CRO and the regulatory landscape for Irish companies. 

It is clear to say that the Irish corporate landscape is booming, with a record 30,000 incorporations expected in 2026. This reflects continued strong demand for Irish-registered entities of all types. 

The panel delved into the renewed enforcement efforts being carried out by the CRO to ensure compliance with Ultimate Beneficial Ownership (UBO) declarations. Organisations that have not ensured their beneficial ownership registers are accurate and up to date should treat this as a priority matter. 

Digitalisation remains a key strategic focus for the CRO. In a sign of this digitalisation, the majority of forms and filings are now available only online. With multiple regulatory requirements pushing towards this digitalisation, the question is now which ones to prioritise. Whatever the outcome, governance teams should keep up to speed and be prepared to operate in this increasingly digital environment. 

Cyber Crisis Management 

A panel moderated by Christine Quigley of Simmons & Simmons, with contributions from Ian Brennan (Chief Innovation Officer, ASL Aviation Holdings), Dan O'Neill (Teneo) and Paritosh Saxena (KPMG Ireland), delivered a clear-eyed assessment of the cyber threat landscape and what boards need to know and do about it. 

Cybercriminals are no longer lone operators sitting behind a computer trying to steal information from you. In many cases, they operate as sophisticated, well-resourced organisations with defined teams and structured approaches who can target every level of an organisation. Boards should understand that the threat they face is commensurate with this level of organisation. 

Cybersecurity must sit at the top of the list of critical business operations and receive the attention and investment it requires. Without it, an organisation can be held to ransom and end up facing financial challenges, but also reputational damages. We have seen numerous examples of organisations being successfully attacked by hackers leading to unwanted publicity and the ensuing damages. If prevention does not succeed in avoiding a hack, crisis preparedness will need to play an important part in the aftermath of the attack, and is an essential component of a modern company. Organisations that face a cyberattack having already prepared a detailed response plan — including clear escalation routes, decision-making authority, and communication protocols — are significantly better positioned than those improvising under pressure. It has become clear that business continuity planning and enterprise risk management must be integrated with the organisation's approach to cyber risk, not treated as separate exercises. 

In brief, communication is the holy grail during a cyber-attack. How an organisation communicates internally and externally during such an event can be as consequential as the technical response itself. 

Shareholder Activism: The Boardroom Experience 

A fireside Q&A moderated by Claire Lord, Head of Corporate Governance at Mason Hayes & Curran, with Nick Metcalfe, Declan Moylan and Deirdre Somers, offered a candid and practical exploration of shareholder activism in Ireland. 

Shareholder activism is on the rise in Ireland — bucking the broader continental European trend – and this despite Ireland’s relatively small number of listed entities. Activist activity is increasing and governance professionals should be prepared for it. 

This activism is directed both at the company strategy and its performance. Boards that have a clear and well-articulated strategic narrative — and that can demonstrate delivery against it — are better placed to respond.

As for cyber crisis management, preparedness is everything. Boards should conduct dry-run meetings and test multiple scenarios before facing activist pressure in practice. Crucial to a successful meeting it the understanding by the Chairman, the senior independent non-executive directors and the company secretary of their respective roles.  

It is however important to remember that activist shareholders are shareholders — they are entitled to make their voices heard and the governance team should not approach them as adversaries. Their activism is usually driven by a quest to better understand the activities, and not necessarily to hinder the progress of the company. After all, they do have a stake in the organisation.  

The panel was clear that all shareholders deserve to be treated as equals, with fairness and respect. Openness, not defensiveness, is the appropriate posture. 

The panel interestingly highlighted that there are more complex situations to navigate where a significant investor sits on the board — requiring particular care around information flows, conflicts of interest, and the company secretary's role in maintaining good process. 

When faced with an activist shareholder, the company secretary has an important support role to play. Staying open-minded, maintaining process discipline and ensuring the board has access to the right advice are all critical contributions the cosec can make. 

Keeping Your Human Edge in an AI-Driven World 

A panel discussion hosted by Computershare, with contributions from Fiona Mahon (Citi), Christine Quigley (Simmons & Simmons) and Maddie Scrafton (Computershare), explored how governance professionals can make intelligent use of AI while preserving the distinctively human elements of their role. 

Before deploying any AI tool in a governance context, organisations should conduct proper due diligence on the provider and ensure that appropriate contracts and data handling policies are in place. This is a governance obligation, not just a technical consideration. 

AI is currently first and foremost an assistant and not a replacement for critical thinking. The judgement, contextual awareness and accountability that governance professionals bring to their roles remain irreplaceable. AI can take on tasks that would require numerous hours – such as summarising documents – thereby assisting the company secretary in its tasks. Agents can be created to carry out specific actions; board papers can be put through AI; tasks can be automated – such are some of the tasks that AI can assist with, bringing efficiency to a higher level. The opportunity is real, but it requires thoughtful implementation. 

The panel discussed the well-known issue of hallucinations whereby an AI tool produces a plausible sounding but incorrect output. Governance professionals should always verify AI-generated information before relying on it in a board or regulatory context. 

Overall Reflections 

Governance Ireland 2026 was a valuable and well-organised day, bringing together a high-quality cross-section of the Irish governance community. Several themes ran consistently through the sessions: the growing complexity of the external environment; the importance of being genuinely prepared rather than merely compliant; and the central role that governance professionals — and in particular company secretaries — play in enabling boards to lead with confidence. 

For LawDeb Ireland, the conference reinforced the relevance of the services we provide to our clients — from corporate secretarial support and board effectiveness reviews to entity management and governance advisory. As the demands on governance professionals continue to grow, having the right partners in place matters. 

We look forward to continuing these conversations with clients and contacts across the market. 

To find out more about our governance solutions in Ireland reach out to Jacques de Patoul.