How to build high performing corporate affairs teams

High performing corporate affairs teams play a critical role in helping organisations to be their very best.

In this report, we interviewed more than 25 corporate affairs leaders to understand their approach.

The paper explores four key themes and includes advice from the people we interviewed, along with a simple five-point plan, and some candid advice from the top.

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lessons from corporate affairs leaders

In our report, If Only I’d Known That Then, we interviewed 30 leading communications professionals to understand their approach to taking on the top corporate affairs job.

We hope the advice in this report will prove useful to anyone about to embark on their first or next corporate communications leadership role, as well as those aspiring to get there in the future.  We believe it also provides some interesting insights for Chairman and CEOs looking to get the most from their corporate affairs leaders.

This research was conducted in partnership with strategic communications firm, Apella Advisors.

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This report looks at diversity, equity and inclusion in corporate affairs. It provides census and benchmark data for HR and communications leaders, and looks at the sentiment behind the data.

Based on a sample of more than 2,500 corporate affairs professionals working for some of the world’s largest companies, it also provides practical advice and recommendations to support diverse recruitment.

This report was produced in partnership with employee research and experience agency, Ipsos Karian and Box.

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In this report we explore how private equity firms view reputation and their approach to communications.  We spoke with more than 20 leaders, from global listed private equity companies to mid-market players, and asked them what was and wasn’t in their remit, where the function sat in the organisation, how the firm prioritised reputation, what they measured (spoiler alert, not much), how they were resourced, and much more.

We hope that this paper will prove useful to deal-makers and communicators in private equity looking to gain competitive advantage through reputation, as well as forward-thinking LPs (investors).

This research was conducted in partnership with Nepean, a management consultancy specialising in reputation.

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