Boreo has appointed Lassi Simola, currently Workout and Restructuring Executive at Nordea, as Chief Financial Officer and a member of the Group Management Team. He starts no later than 4 January 2027, ending an interim arrangement that has divided the finance role between two people since February.

Boreo brings back a CFO after deciding in February to manage without one

In December 2025, Boreo announced that CFO Jesse Petäjä would step down and said it had started recruiting a successor. In February 2026, it changed course and decided not to appoint a CFO for the time being. Rafael Osmanov became Head of M&A and Financing, and Vice President Finance Sami Hanerva took over financial reporting.

Once Simola starts, Hanerva will report to him in his current role. Osmanov will support the onboarding, and his contract ends by the end of March 2027.

The new CFO and the CEO both come from private equity and consulting dealmaking

Simola has more than 15 years in finance, over 10 of them in private equity, and is a CFA charterholder. Tuomas Kahri, CEO since 1 April 2026, was previously a partner at McKinsey & Company and Intera Partners. The hire is the first CFO appointment under Kahri.

“Lassi brings to Boreo strong expertise in mergers and acquisitions and corporate finance. He has extensive experience working with small and medium-sized companies and possesses an excellent understanding of the challenges and opportunities these businesses face,” says Tuomas Kahri, CEO of Boreo, in the press release.

SRV Group has reorganised into four business areas from 1 October 2026 and added two members to its Corporate Executive Team. Jarkko Salmenoja becomes SVP, Data Centres, and Marko Palonen, most recently YIT's regional director for Northern Finland, becomes SVP, Northern Finland at the start of 2027.

Data centres move from a unit to a business area of their own

Until now, Data Centres sat inside the Business Premises, Helsinki Metropolitan Area business area. It now runs as a separate business area responsible for nationwide development, customer relationships and project delivery. Salmenoja has worked at SRV since August 2025 and previously held senior management roles at NCC, WSP Finland and YIT.

The pipeline explains the promotion. In March, SRV agreed to build a data centre in Lahti for Singapore-based DayOne, a contract expected to lift the order backlog by about 35% from the level in the fourth-quarter 2025 report. In December 2025, it started the EUR 54 million implementation phase of the LUMI AI Factory data centre in Kajaani with CSC. First-quarter 2026 order intake reached EUR 395.4 million, the highest of the decade, with DayOne named as a driver.

“Alongside our already strong contracting business, we seek growth in data centre construction, whose exceptionally large and rapidly growing market we have highlighted previously,” says Saku Sipola, President and CEO of SRV, in the press release.

Elecster's board has named Deputy CEO Juuso Halonen as chief executive from 1 December 2026. Arto Kinnunen, CEO since 2017 and with the group for more than 30 years, leaves the role on 30 November and stays on as management advisor. On the same day, CFO Veronika Halonen becomes deputy CEO, eleven months after taking the finance role.

The March deputy appointment was the succession plan

On 5 March, Elecster appointed Halonen deputy CEO and a member of the management team from 30 March, reporting to Kinnunen. The stated remit was global sales and marketing and the development of management systems. Seven months later, the board has confirmed what that move signalled.

Halonen is an insider in every sense. He joined the group in 2011, has been CIO since 2019 and has sat on the board since 2024. At the time of the March appointment he held 32,705 Elecster shares. The company says Kinnunen's advisory role is meant to secure continuity through the year-end financial statement process, which places the first results under the new CEO in early 2027.

“Juuso knows Elecster, its business, personnel and international operating environment very well. The Board believes that his long experience with the company and the close work with Arto in recent months create a strong foundation for transferring the CEO's responsibility and further developing Elecster's operations,” says Jukka Halonen, Chairman of the Board, in the press release.

“I am pleased that the change of CEO can be implemented in a planned and controlled manner. I have worked closely with Juuso, and I can confidently transfer the responsibility of CEO to him,” says Arto Kinnunen.

He inherits a company whose order book has halved since March

The numbers Halonen takes over are thin. First-half 2026 revenue fell around 5.2% to EUR 15.8 million, and operating profit dropped to EUR 0.1 million from EUR 0.5 million a year earlier. The order backlog stood at EUR 4.8 million at the end of June, down from EUR 8.6 million at the end of March, as the Middle East conflict delayed customer investment decisions. A fire at the Kenyan subsidiary in Nairobi added around EUR 0.4 million in one-off costs.

The longer trend points the same way. Full-year 2025 revenue fell around 3.6% to EUR 32.7 million, and operating margin narrowed to 3.0% from 4.7%. The April AGM approved no dividend. The Russian packaging business, which the company says it will keep running for now, is the risk it flags most directly in the H1 report. Elecster still guides for revenue growth and improved earnings per share in 2026.

Halonen's own priorities match the gap. He names international sales and marketing, the service business and presence in core markets as the areas to develop, while keeping profitability as a cornerstone.

“Reliability, customer focus and profitability remain the cornerstones of our operations. At the same time, we must develop international sales and marketing, service business, our products and operating methods, and strengthen our presence and customer cooperation in our key market areas,” says Juuso Halonen in the press release.

Digital sovereignty is moving off the IT compliance list and onto the board's risk agenda. Vivicta's Nordic Digital Sovereignty Survey 2026, published on 22 September, finds that seven in ten organisations expect to increase their sovereignty investment over the next twelve months, while fewer than three in ten are confident they control their critical data.

Not long ago, the CIO of a large Swedish company told Vivicta's CEO Satu Kiiskinen what his single highest priority was. It was knowing where the company's business-critical data actually sits. He knew a moment would come when the executive team and the board would ask him that question, and he wanted the answer ready.

The question stopped being technical

Digital sovereignty means an organisation's ability to retain control and decision-making authority over its critical data, systems and operational continuity, including when the operating environment changes.

The definition might sound like an IT matter. According to Kiiskinen, that is precisely the problem. In executive teams and boardrooms the subject is still treated too often as a compliance and technology question. Her own view is different: this is first and foremost about business continuity, risk management and the capacity to keep operating when conditions shift.

“It’s clear that sovereignty has become an increasingly important priority in the current geopolitical environment. Digital sovereignty has become a leadership priority linked to business continuity and risk management, and it’s no longer seen as just a compliance issue”

The gap is not in the budget

The survey, run by Vivicta in collaboration with the research company Kairos Future, drew 320 senior decision-makers and key advisers in Finland, Sweden and Norway between June and July 2026. All worked in organisations employing more than 500 people.

The findings describe a subject that is recognised but not yet governed:

• 70 per cent expect sovereignty-related investment to increase over the next 12 months.

• 46 per cent have a formal, explicit sovereignty strategy.

• 29 per cent strongly believe they control their critical data to a sufficient standard.

This, Kiiskinen says, is the most interesting result in the dataset. The subject is recognised, it is discussed, and organisations are willing to put money behind it. The capability still does not match the ambition. A gap has opened between intent and execution.

For a board, that is a familiar situation in unfamiliar clothing: an investment decision is coming up on a matter that too often has no strategy, no named owner and no metric.

Finland invests most. Sweden is further ahead on strategy.

Seventy-four per cent of Finnish organisations plan to increase investment, more than in Norway (69 per cent) or Sweden (68 per cent). On strategy the order reverses: a formal sovereignty strategy exists at 53 per cent of Swedish organisations, 44 per cent of Finnish ones and 39 per cent of Norwegian ones.

On control of critical data, Finland leads the comparison at 35 per cent, with Sweden and Norway at 26 per cent. Finland is ahead of its Nordic peers, and still only one Finnish organisation in three strongly believes it has sufficient control of its critical data.

Sweden, Kiiskinen notes, put sovereignty on the table some time ago. The CIO in the opening example represents that stage: the question is no longer whether the subject matters, but whether the organisation can answer when asked.

The opportunity is competitiveness.

Kiiskinen does not frame the subject as a threat. She sees it primarily as an opportunity to strengthen an organisation's resilience and competitiveness, and, ultimately, shareholder value.

Artificial intelligence connects to this directly. When the AI conversation runs hot and business benefits are wanted quickly, control of data determines whether AI can be adopted in a governed way, with risks identified in advance rather than reconstructed afterwards. Twenty-seven per cent of respondents rank AI, data use and control of decision-making among their most important sovereignty priorities. Seventeen per cent see AI as a new obstacle to data control.

On the risk side, Kiiskinen names one above the others: excessive dependency on individual providers.

Respondents agree. Dependency on external service providers tops the entire list of obstacles at 28 per cent. Cost and the complexity of an organisation's own environment follow at 23 per cent each, vendor lock-in at 16 per cent, and the absence of a strategy, owner or governance model at 14 per cent.

Dependency is rarely anyone's decision. It accumulates. Each individual choice was defensible at the time, and the result is a structure no one designed. It becomes visible only when something has to change quickly.

Full control is not the goal

Kiiskinen is careful not to overstate what the survey shows.

Complete sovereignty across every system is neither realistic nor the point, Kiiskinen says. What matters is distinguishing what is business-critical from what is not. The organisations that find a sensible balance are the ones that find resilience when conditions change

The data supports her. Only 8 per cent of respondents consider standard or global cloud sufficient for all critical workloads, and exactly the same share require full national sovereignty with elevated security. Everyone else sits somewhere in between. Seventeen per cent have not assessed the question at all.

“Ultimately, sovereignty is about freedom of action: the ability to remain in control when technology, suppliers or circumstances change. Organisations that find the right balance will be better positioned to innovate, grow and manage risk simultaneously”

What the board should ask

Kiiskinen does not present this as an easy topic for a board. The natural route onto the agenda, she says, runs through the audit committee, as part of risk management and business continuity. That does not mean it stays there. The whole board needs to take an interest.

Five questions a board can put to management at its next meeting:

1. Do we share a view of which data is business-critical to us?

2. Which systems are business-critical, and do we understand the difference between the two?

3. Where does our business-critical data actually reside, and how is it governed?

4. Who has access to it?

5. To what extent are our data, systems and decision-making genuinely under our own control, and which part of our preparedness is an assumption rather than something tested?

None of these requires technical expertise to ask. On the evidence of this survey, many organisations would struggle to answer them.

Which leaves one question on the table, and it belongs to the board rather than to IT: are boards challenging management hard enough, before the next disruption reveals the real state of their readiness?

LapWall Corporation has named Tiina Määttä as Chief Financial Officer and Legal Officer, one day after announcing the departure of CFO Tuomo Riihonen. Määttä joins the management team on 1 October 2026. She takes over finance at the point where the company's full-year guidance depends on a sharper second half and on a factory ramp-up that has already slipped once.

Riihonen's employment ended on 24 September, the day his exit was announced, with CEO Jarmo Pekkarinen covering the CFO duties in the interim. No reason was given. Seven weeks earlier, Riihonen presented the half-year results alongside Pekkarinen. 

The first half delivered growth, but the guidance needs a margin step-up

LapWall's January to June revenue rose 24.0% to EUR 23.3 million, and EBITA grew 80.1% to EUR 2.0 million. The EBITA margin reached 8.6%, against 5.9% a year earlier. Between quarters, however, the margin moved the other way, falling from 9.5% in the first quarter to 7.9% in the second, although both were ahead of the prior year 

The company kept its guidance for 2026 of EUR 49 to 54 million in revenue and EUR 4.8 to 5.8 million in EBITA. 

Order backlog gives visibility, the Pyhännä factory sets the pace

Demand is not the constraint. The order backlog reached EUR 25.4 million at the end of June, the highest in the company's history, and the offer pipeline stood at nearly EUR 60 million. Pekkarinen pointed to data centre construction as a growing segment, including a supply agreement for XTX Markets' data centre project in Kajaani.

Capacity is the variable. The new Pyhännä factory, LapWall's largest investment to date, was about 95% complete on a cost basis at the end of June. In April, the aim was single-shift production across the whole factory during 2026. By August, the target to meet the investment's production goals had moved to the final quarter of the year, with the company noting that ramp-up remained behind its original schedule. Headcount rose from 127 to 143 over the year to June.

Ville Raatikainen, a manufacturing engineering director at iLOQ with an R&D and product management background at Nokia, joins the Management Team on January 1, 2027. He is the second outside hire to the team since July, and he starts in the year the PCB maker commissions its expanded Oulu plant.

Aspocomp has appointed Ville Raatikainen (born 1984), M.Sc. (Eng.), as Chief Engineering and Technology Officer and a member of the Management Team from January 1, 2027. He currently serves as Director, Product Lifecycle and Manufacturing Engineering at iLOQ Oy and previously held R&D and product management roles at Nokia. Chief Technology Officer Mitri Mattila will stay with the company and report to Raatikainen. Mattila has worked at Aspocomp since 1997 and sat on the Management Team since 2018. 

Chief executive Manu Skyttä's endorsement speaks to production as much as to technology:

Ville has a strong track record in managing complex technical environments, improving production performance, and developing high-quality, cost-effective design operations. He has a strong background in both global listed companies like Nokia and fast-growing technology companies like iLOQ, and I am pleased to welcome him to Aspocomp. 

Six of seven Management Team members will have joined since 2024

Raatikainen follows Ilkka Lohi, who became Quality Director on September 2, 2026 in a role the company raised to Management Team level. Listeds data shows how far the renewal runs. Skyttä became chief executive in 2024 after serving as EVP, Operations at Patria, and Pekka Holopainen joined the team as operations chief the same year. Hanna-Leena Keskitalo and Terhi Launis followed in 2025, with Launis taking over finance on September, 2025. When the January 2027 line-up takes effect, Antti Ojala, a member since 2013, will be the only one whose seat predates 2024.

This is a team assembled for the expansion, not inherited from the loss years. The board supplies the sector memory. Chairman Ville Vuori is a former Incap chief executive, and director Anssi Korhonen was CTO of VTI Technologies.

The hire lands as Oulu moves from construction to yield

The Oulu program is worth more than EUR 10 million and aims to lift throughput capacity by up to 50%. Demand had already outrun the plant. At the strategy launch in November 2025, Skyttä said: “The capacity of the Oulu plant has been fully utilized throughout 2025, and demand has already exceeded our capacity.The growth in demand in our largest customer segments appears likely to continue over the next 5–10 years.” The building extension was finished on schedule and within budget, and new capacity is to be commissioned in phases throughout 2027. By July the automated warehouse was running, factory acceptance tests for new production lines had begun, and management said the second half would center on production quality and yield.

The risks are operational. Spare-parts shortages after an equipment manufacturer's bankruptcy slowed deliveries in the first quarter. Delivery times for laminates, fiberglass, resins and copper foil are lengthening and prices are rising, and the company warns that the installations may temporarily disrupt production. Those are manufacturing engineering problems, and that is the experience Raatikainen brings from iLOQ.

A record order book still has to turn into margin

The order book reached a record EUR 25.9 million at the end of June, with parts stretching to late 2027. Semiconductor customers placed 38% of second-quarter orders and defense customers 25%, while the five largest customers' share of net sales fell to 58% (75%). Profit has lagged, weighed down until the second quarter by low-margin orders agreed in 2024. Skyttä's position is unambiguous: “We expect profitability to improve in the second half of the year.”

Two stock exchange releases at 9:00 a.m. on 16 September moved one CFO between two Helsinki large caps that had cut guidance two days apart in July. Terveystalo named no successor and opened the search the same day — twelve days after handing Pajunen a second executive brief. Tieto filled the seat with a sitting CFO, which is the only way the job has been filled in Finland since December 2025.

Terveystalo and Tieto published matching stock exchange releases at 9:00 a.m. EEST on 16 September 2026. Pajunen, Terveystalo's Chief Financial Officer since November 2022, leaves on 15 December 2026 and joins Tieto by 1 January 2027 at the latest, reporting to Endre Rangnes. Terveystalo named no successor and opened the search the same day. The same Tieto release confirmed Johan Enger Nygaard at Tieto Tech Consulting and Bent Philipps at Tieto Indtech from 1 October, both interim since May 2026. 

Tieto's last first-time CFO is leaving; the next one arrives with the title

In August, Listeds counted atleast ten CFO changes across Nasdaq Helsinki and First North between December 2025 and August 2026. Every incoming CFO already held the title at another listed company. None was promoted from inside. None was taking the job for the first time. 

Tomi Hyryläinen, who steps down at the end of December 2026 after nearly eight years, joined Tieto in 2018 from PwC Finland, where he had been an assurance leader and partner. Tieto was his first listed-company CFO seat. Tieto has now filled it with a CFO already running finance at another Helsinki large cap, and before that at AFRY and Pöyry Group. 

Terveystalo widened Pajunen's job twelve days before losing him

Terveystalo reports in three segments today: Healthcare Services, Portfolio Businesses and Sweden. On 4 September it said Portfolio Businesses would be split from 1 January 2027, with Oral Health and Public Partnerships each becoming a reportable segment in their own right, and named Pajunen EVP of Portfolio Businesses until the end of 2026. He was covering for Henri Mäenalanen, who had announced on 29 June that he was leaving on 1 October to run Yliopiston Apteekki. Twelve days after taking the second brief, Pajunen announced his own exit. 

The date lands inside a crowded quarter. The EUR 574 million Silmäasema acquisition is expected to close by late 2026 or in the first quarter of 2027, the four-segment reporting starts on 1 January, and the Shareholders' Nomination Board must deliver its proposals by 1 February 2027. The CFO search runs across all of it.

Ville Iho put it in the company's own words: "Juuso has played a key role in the implementation of Terveystalo's profit improvement program and significant acquisitions, as well as in the development of financial leadership.”

One balance sheet is being levered up, the other handed back

Terveystalo reported first-half revenue of EUR 601.5 million, down 10.0%, adjusted operating profit of EUR 59.8 million, down 29.3%, and earnings per share of EUR 0.24, down 44.4%. On 15 July it cut 2026 adjusted operating profit guidance to EUR 120–140 million from EUR 135–165 million, against EUR 156.3 million delivered in 2025. It has raised its leverage ceiling to 3x net debt to adjusted EBITDA, cut dividend distribution to at least 50% of net result, and committed EUR 275 million in cash plus 36,500,000 new shares to Silmäasema, roughly 22.4% of shares outstanding after completion. 

Tieto reported second-quarter revenue of EUR 426.6 million, down 7.9%, with adjusted operating profit up 45.1% to EUR 63.4 million and margin at 14.9% against 9.4%. It cut its organic growth outlook on 17 July to between –5% and –3% and held the margin range at 14.8–15.8%. 

At Tieto he set the brief himself: "Tieto has a strong position in technological transformation and is well positioned for digital opportunities. At the same time, both Tieto and the entire industry are undergoing rapid changes, driven by AI. I am excited to join this fast-paced industry and believe that, with my broad experience across multiple businesses, I can contribute to the execution of Tieto’s ambitious strategy. As a CFO, I will focus on ensuring profitable growth and value creation while I believe that it all starts with culture." 

Since January, SSH Communications Security has lowered its sales outlook, watched an incoming chief financial officer withdraw before her start date, and completed a tender offer on its convertible capital securities. Lars Bell's appointment as chief executive, announced 3 September and effective 1 October, is the most visible event in that sequence. It is not the first.

Read on its own, a planned CEO succession looks orderly. Read against the year behind it, it is the last announced piece of a rebuild that began eight months earlier.

The share price read it the other way round. Most of that sequence passed with barely a mark: the three CFO events moved the share −2.2%, +0.5% and −0.5%. Then, in the five sessions to 7 September, SSH's share (SSH1V, Nasdaq Helsinki) rose from EUR 1.786 to EUR 2.67, up 49.5%, on 569,004 shares against August's 403,172 across 21 sessions.

Three CFO plans, and a quarter with EBITDA negative

SSH lowered its 2025 net sales outlook on 2 January. Full-year 2025 net sales came in down 2.4%; Q1 2026 turned EBITDA negative; Q2 revenue recovered to EUR 5.7 million, up 6.8% year on year, while EBITDA was down 40.7%.

The finance seat moved three times in three months. Maria Alahuhta was appointed CFO on 2 April, her start date was brought forward to 1 October, and on 12 June SSH disclosed she would not take up the role. Cristian Arias was appointed on 7 July, starting 1 October, the same day Bell begins.

Kokko becomes deputy CEO in December and chief executive on 1 April 2027, after five years on Arvo's board of directors. The nomination committee that selected him sits under the supervisory board, one level above that board; Arvo has not disclosed whether he keeps his seat.

On 1 September 2026, Arvo Sijoitusosuuskunta released as inside information that Teemu Kokko will become its chief executive. He starts as deputy CEO in early December 2026 and takes over on 1 April 2027.

Kokko joins from the insurance underwriter Arch Underwriters Europe Oy, where he is regional director. He has also been a member of Arvo's board of directors since 2021.

The committee sits one level up

Arvo is a cooperative. Its highest governing body is not the board of directors but the supervisory board which represents the members, has 18 to 30 seats, serves three-year terms and meets roughly three times a year. That body appoints a nomination committee from among its own members.

When Jari Pirinen announced on 8 September 2025 that he would retire in spring 2027 on turning 66, Arvo said management succession planning sat with that committee, and supervisory board chair Tuomo Tamminen said it would report on progress later.

So the body that selected Kokko is not the board Kokko sits on. It is drawn from a members' organ and answers to the members.

In a listed limited company there is no such layer. The board appoints the chief executive itself. That is the comparison for any Finnish board weighing one of its own directors as a successor: Arvo can point to a committee above the board; a listed board has to show its process instead.

Two things Arvo has not disclosed. The release does not say whether Kokko remains a member of the board of directors once he becomes deputy CEO in December or chief executive in April. Nor does it say how the board handled his candidacy, he has been a director throughout the period covered by the succession process announced in September 2025.

Arvo's board was re-elected in February 2026 and comprises Marjo Kolehmainen as chair (a director since 2018, chair since 2022), Mika Kiljala as vice chair (director since 2017), Juha Laakkonen and Kokko (both since 2021), and Titta Mantila (since 2024).

The handover runs 19 months end to end

Retirement flagged in September 2025. Successor named in September 2026. Four months as deputy chief executive from early December 2026. Handover on 1 April 2027. Pirinen then moves to special duties on the board of directors from that date, takes accrued leave, and retires on 31 May 2027.

That is a longer and more pre-committed sequence than Helsinki practice, where chief executive changes are often announced with an interim in place and a search still running.

No Large Cap company changed its chief executive in the first half of 2026. The demergers at UPM and Aspo have produced two new listed-CEO seats anyway — and both went to the parent's own executive, named before the board that will supervise them existed.

Two people will become chief executives of Nasdaq Helsinki-listed companies in the next five months. Neither was recruited. Neither was chosen by the board of the company they will run, because at the time they were appointed that board had not been elected and the company did not yet exist.

Tuija Suur-Hamari becomes President and CEO of WISA Group Plc when UPM's plywood demerger completes, expected on or about 31 October, with trading due to start on 2 November. Matti-Mikael Koskinen becomes CEO of ESL Shipping Group Plc when Aspo's demerger completes on 31 December, with trading expected on or about 4 January 2027

Both are internal. Both were named by the demerging parent's board. And both arrive in a market where, on the Listeds CEO Index — Finland, produced in partnership with SAM Headhunting, the largest Finnish listed companies did not appoint a single new chief executive in either quarter of the first half of 2026.

Two names, both from inside

Suur-Hamari has run UPM Plywood since 1 November 2025 at the latest, on an appointment announced on 17 April 2025. She joined UPM from Wihuri, where she had been Managing Director of Wipak Oy since 2016, and before that was President and CEO of Kotkamills Oy. Born in 1969, she holds a Master's degree in engineering from Helsinki University of Technology. WISA will be her first listed-company chief executive role, and it arrives almost exactly a year after she joined UPM.

Koskinen has been Managing Director of ESL Shipping Ltd since 1 May 2013, appointed at the age of 41 from Meriaura, where he had been Managing Director since 2007. Thirteen years in the same operating role, and the company he runs is being listed around him.

Neither is a first-time chief executive. Both are first-time listed-company chief executives, and neither reached the seat through a search.

Against a market that stopped hiring at the top

The index recorded 12 new CEO starts in the second quarter of 2026 and 25 across the first half, an annualised pace of about 50 against 44 for all of 2025. Every one of the Q2 starts happened below Large Cap: seven Small Cap, four First North, one Mid Cap. Large Cap recorded zero changes for a second consecutive quarter, a year after more than a third of that tier replaced its CEO.

Set the demerger appointments against that and the pattern is consistent rather than contrary. External hires were 50% of Q2 starts, or 60% of the ten starts that actually changed the leader. The two demerger appointments are internal promotions, the share of external hires on seats created by corporate structure so far is zero. Where boards did hire in Q2, the average age at start was about 54, roughly four years above the age at which the sitting population first took the role. A 1969 birth year puts Suur-Hamari at 56 or 57 on day one; Koskinen, 41 in March 2013, will be in his mid-fifties.

So the demerger wave is not widening the pool. It is creating seats and filling them with the profile Finnish boards were already buying.

One thing it does change: Suur-Hamari will be one of a small number of women running a Nasdaq Helsinki-listed company. Women held 8.1% of the 186 sitting CEO roles at 30 June, and one of the 25 first-half starts. The CEO index already records two women taking up CEO roles in the third quarter; WISA adds a fourth-quarter one, and it arrives by demerger rather than by succession.