Our October 2025 Board meeting took place at a time of significant reflection for the legal sector. The findings of an independent review into the Solicitors Regulation Authority’s (SRA’s) regulation of SSB Group and the High Court’s Mazur judgment provided the context. These events have prompted the Board to consider how we better protect the interests of consumers and the public, whilst enabling access to justice.
SSB: accountability and learning, in the public interest
The collapse of SSB Group and the findings of our independent review have underscored the need for robust oversight and a regulatory system that delivers for consumers. The review found that regulation by the SRA did not meet the standard that the public has a right to expect, particularly in how complaints were handled. The Board is initiating enforcement action to require improvements from the SRA to ensure better protection in future.
We also reflected on what learning emerges for the LSB itself. It is not enough to only hold others to account. We also want to learn lessons and improve our own as well as our collective effectiveness. We are looking at how we can sharpen the focus of our oversight approach, so that it is proactive, targeted, and risk-based. This commitment to transparent self-scrutiny is essential for maintaining the confidence of both the profession and the public.
Mazur: clarity and confidence for the profession and consumers
The Mazur judgment does not change the law. However, it has brought into sharp focus the importance of regulators giving those they authorise clarity around the reserved legal activity of conducting litigation. Many in the profession have expressed anxiety about what the judgment means in practice. In response, the LSB has met with the relevant approved regulators and representative bodies to ensure that guidance is clear, accurate, and consistent. You can find out more in our recent statement.
We are also conducting a review to understand what has happened in the past and what lessons can be learned for the future.
The Board was also concerned about the impact on consumers. We have been meeting with a wide range of other stakeholders, including the Minister for Courts and Legal Services, Sarah Sackman KC MP, the Ministry of Justice and professional bodies, to act where we can. Our aim is simple: lawyers should be able to rely on regulators for clear advice and guidance, and consumers should be able to trust that their legal representatives are properly authorised.
Consumer protection, innovation, and growth
The Board considered a paper outlining a programme of work on consumer protection, economic growth, encompassing both the regulated and unregulated sectors. The aim was to ensure that, as the legal market evolves, regulation continues to protect the public, support innovation and growth, and build confidence in legal services. A key part of our discussion focused on how gaps in consumer protection can undermine trust and limit the sector’s potential for economic growth. The Board emphasised that the regulatory learning arising from the collapse of SSB Group and the Mazur judgment must help shape this work
The Board also explored issues such as mass claims, litigation funding, the failure of large law firms, and the increased use of AI and online legal tools by those seeking access to justice. There was also a focus on the unregulated sector and how we can best ensure that consumers benefit from innovation, which supports economic growth, while also being adequately protected.
The Board stressed the need for horizon scanning. This means actively spotting new risks and opportunities. That will help the LSB and regulators anticipate and respond to major market developments and ensure regulation keeps pace with the market. The Board endorsed the direction of travel, with next steps including further research, stakeholder engagement, and the development of targeted proposals where evidence shows they are needed. This work will help ensure that effective and proportionate regulation underpins a vibrant, trusted legal sector.
Professional ethics: leading change through collaboration
Upholding the highest standards of professional ethics is central to public trust and the rule of law, and it is through our work on professional ethics and the rule of law (PERL) that we will ensure regulation supports this.
Our PERL Reference Group was established to bring together expertise from across the sector to explore how professional ethics and the rule of law can be strengthened in legal services. Following our recent consultation, we will publish our statement of policy in early 2026. We will also continue to encourage cross-sector collaboration through a new Professional Ethics Network (PEN), which will evolve from the existing PERL Reference Group. The Board sees PEN as a catalyst for long-term change in culture and leadership across the sector. Our intent is to create a vibrant community that promotes ethical standards, supports the profession in adapting to new challenges, and helps embed ethical thinking at every level.
We are currently considering PEN’s scope, membership criteria and its operational framework. We look forward to launching the network in the new year. You can read more about our latest work on professional ethics in our recent blog.
SDT: Scrutiny and Constructive Challenge
The Solicitors Disciplinary Tribunal (SDT) plays a vital role in maintaining standards and public confidence in the legal profession by independently adjudicating alleged breaches of professional conduct by solicitors and other regulated individuals. At this meeting, the Board approved the SDT’s budget of £3,061,207 for the coming year, which represents a 2.5% decrease compared to the previous year. This reduction reflects the SDT’s commitment to value for money and efficiency and is based on a reduction in projected sitting days.
The Board welcomed the improvements in the substance and quality of the SDT’s budget submission. The SDT has made significant progress in enhancing transparency, strengthening its approach to measuring value for money, and providing a clearer rationale for its financial planning. The Board also welcomed the SDT’s willingness to engage constructively and respond to challenge, recognising that this openness is essential for maintaining confidence in disciplinary processes and ensuring the system remains robust, fair, and trusted by both the profession and the public.
Investing in innovation and Efficiency
The LSB’s budget for 2025/26 is £5.715m. The Board reviewed our financial position, noting a forecast underspend of around £200,000 five months into the year, which is largely due to the LSB securing even greater efficiency savings from our office move than planned. The Board understood that the executive had considered options in the light of this. They agreed to direct part of this underspend towards projects that deliver long-term value, such as impact evaluation and improving our internal efficiency through technology and innovation. Prudent financial management allows us to support innovation, efficiency, and better outcomes for both the profession and consumers.