Governance

Chair and CEO Roles and Responsibilities

Effective corporate governance supports the long-term success and sustainability of our business and strategy – our Chair and CEO deliver them both.

Chair

Leadership and effective running of the Board and chairing its meetings
Ensuring the Board plays a full and constructive part in the development and determination of the Group’s strategy and overall commercial objectives
Setting the agenda for, and frequency of, meetings of the Board and ensuring it receives accurate, timely and clear information on which to base decisions
Ensuring that adequate time is available for the Board to consider all agenda items
Promoting a culture of openness and debate – facilitating the effective contribution and active engagement of all Directors
Ensuring there is effective communication between the Group and its shareholders, and that the Board understands the views of major investors in the Group
Promoting the highest standards of integrity, probity and corporate governance
Ensuring constructive relations between the Non-Executive and Executive Directors
Regularly considering the Board’s succession planning and composition
Ensuring that the performance of the Board, its Committees and individual Directors are formally and rigorously evaluated at least once a year
Providing an independent perspective and challenging constructively

Chief executive

Leadership and effective running of the Board and chairing its meetings
Ensuring the Board plays a full and constructive part in the development and determination of the Group’s strategy and overall commercial objectives
Setting the agenda for, and frequency of, meetings of the Board and ensuring it receives accurate, timely and clear information on which to base decisions
Ensuring that adequate time is available for the Board to consider all agenda items
Promoting a culture of openness and debate – facilitating the effective contribution and active engagement of all Directors
Ensuring there is effective communication between the Group and its shareholders, and that the Board understands the views of major investors in the Group
Promoting the highest standards of integrity, probity and corporate governance
Ensuring constructive relations between the Non-Executive and Executive Directors
Regularly considering the Board’s succession planning and composition
Ensuring that the performance of the Board, its Committees and individual Directors are formally and rigorously evaluated at least once a year
Providing an independent perspective and challenging constructively