Senior risk, resilience and security leaders gathered at the National Liberal Club to discuss what organisational resilience looks like in practice, covering decision-making under pressure, governance, recovery planning, supply chain vulnerabilities, AI, culture and crisis preparedness.
In this piece, Katie Barnett argues that insider risk is often misunderstood as a problem of malicious intent when in reality it more often develops gradually through stress, fatigue, financial pressure or disengagement. Many incidents are preceded by subtle behavioural changes that go unnoticed or unaddressed, leaving organisations reacting too late. Her focus is on shifting from a purely technical or disciplinary response to one that recognises the role of wellbeing, culture and early intervention. Supporting people earlier, she suggests, is not a soft option but a more effective way to reduce risk before it escalates.
In this piece, Gavin Wilson argues that workplace activism isn’t something organisations should fear but it does need to be managed. Most employee protest is lawful and often healthy but in sensitive environments strong personal convictions combined with access to systems or data can create real risk. Add in the influence of online narratives and external actors and internal tensions can escalate quickly. His focus is on getting the balance right: allowing open disagreement while tightening access, spotting early behavioural changes and making sure concerns are raised early. Ultimately resilience comes down to whether organisations are prepared for when belief, access and pressure collide.
Workplace activism is evolving in an era of online influence and heightened geopolitical tension. Learn how organisations in sensitive sectors can balance open dissent with security, access control and insider risk management.
Learn how behavioural detection training helps retail teams spot risk earlier, prevent theft before it happens, and create a safer environment for staff and customers.
Insider risk explained: how stress, financial pressure and disengagement create security threats, and why early intervention works.
At a Corps Security and Toro roundtable, industry leaders examined how organisations build resilience amid geopolitical tension, digital interconnectivity and misinformation and why real preparedness depends on people, communication and tested response plans, not just documented strategies.
In this piece, Gavin Wilson, tackles London’s growing phone theft epidemic with a simple message: treat your mobile like cash.
With more than 80,000 phones reported stolen in London in 2024, Wilson explains how distraction, visibility and routine behaviour are fuelling opportunistic crime. From e-bike snatches to crowded street pickpocketing, thieves are targeting unlocked devices that hold far more than just resale value, often giving criminals access to banking apps, emails and personal data.
His advice focuses on practical habit changes. Keep devices out of sight, use secure pockets, activate biometric locks and remote wipe features, and avoid using your phone openly in high-risk areas. Small behavioural shifts, he argues, can make you a far less attractive target and significantly reduce the risk of becoming the next statistic.
In this piece, Peter Connolly Security Without Borders: Rethinking Executive Protection in a Hyper-Exposed Worldexplores why executive protection has become a board-level issue.
With major technology firms spending tens of millions on personal security for senior leaders, Connolly argues that the threat landscape has shifted beyond the office perimeter. Today’s executives are exposed through their digital footprints, families, travel patterns and personal devices. AI-driven risks such as deepfakes, voice cloning and highly targeted phishing have made impersonation and reputational attacks far more convincing and far more damaging.
He makes the case that protection can no longer sit solely with IT. It must be converged, intelligence-led and embedded across the organisation, spanning physical security, cyber resilience, communications and culture. In a hyper-connected world, safeguarding leaders means safeguarding the business itself.
In this latest article, Toro Solutions’ Directors of Cyber Security and Physical Security & Risk ask a simple but uncomfortable question: it’s 2026, so why are the basics still being missed?
Reflecting on high-profile failures, including the widely reported security lapse at the Louvre, they explore how weak passwords, inconsistent MFA, unmanaged access and overlooked physical controls continue to sit at the heart of major incidents. While organisations focus on AI, geopolitics and evolving threat actors, foundational disciplines such as access management, patching and third-party oversight are too often deferred, normalised or quietly accepted.
The piece argues that most breaches are not the result of unknown risks, but of known controls that were never fully enforced or revisited and that real progress in 2026 will depend less on chasing the next big threat and more on consistently getting the fundamentals right.
Most organisations can’t say who was in their building today. Discover the security risks behind “almost belongs” behaviour and how to spot issues earlier.
Learn how to build a strong security culture by embedding practical processes, leadership support and behaviour-based training into everyday operations.
