Most organisations or companies will appoint a Chair. This position can be seen as a “figurehead”, “ambassador” and, along with the CEO, the “public face” of an organisation, however there are additional key responsibilities and requirements for this role. This guidance will touch upon all aspects of the role but will aim to focus on the main factors which will help a Chair both comply with their statutory and regulatory responsibilities and add value to their organisation.

Chairs most often in the public eye are not necessarily examples of either best practice or effectiveness. There have been many cases supporting the reasons why corporate governance best practice has always split the roles of Chief Executive (CEO) and Chair. Executive chairs do exist but are highly unusual in the UK, certainly in companies of any scale.

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