The Board is collectively responsible for the performance and long-term success of the Company, for its leadership, strategy, values, standards, control and management.


  • Agree strategic plans and business objectives.
  • Approve the acquisition of investment properties and disposals.
  • Review and agree financing arrangements and capital expenditure.
  • Review the Group’s systems of internal control, governance and risk management.

In addition, at least once a year the Board reviews the nature and scale of
matters reserved for its decision and these include:

  • Dividend Policy.
  • Company Strategy, business objectives and annual budgets.
  • Succession planning for the Board and Senior Management.
  • Approval of significant funding decisions.
  • Review and approval of corporate transactions.

Leadership structure

The Board is collectively responsible for the Company’s long-term success and the delivery of its strategic and operational objectives.

The Board sets the strategic direction, governance and values of the Group and has ultimate responsibility for its management, direction and performance.

The Board draws on the expertise throughout the business and from external advisors to ensure that its judgements are based on sound and timely information.

The Board operates through a sound risk management and internal control system. 

Board areas of focus

In order to support the overall performance and long-term growth of the business, the Board has six key areas of focus.


The Board regularly debates the relevance and effectiveness of the strategy to ensure it is the right one for the business in current and future market conditions.

Trading performance

The Boa rd regularly monitors performance to assess whether the business model is effective in
driving enquiries and ensuring we continue to meet customer needs and adapt to overall trends and
conditions in the London property market.

Property valuation and investment

Maximising the value of our properties requires the Board to approve investment decisions based on robust market data and financial analysis. The Board reviews and challenges the valuation of the portfolio and reviews and approves major development projects and acquisitions and disposals.

Risk management and internal controls

Robust governance and risk management are crucial to the Board’s role in protecting the business, along with maximising opportunities for growth and returns. The Board regularly reviews governance requirements and assesses the adequacy of risk management, including the effectiveness of internal controls and risk reporting.

Shareholder engagement

The Board is committed to an open dialogue with all shareholders and actively seeks their views on relevant governance matters.

Succession planning and Board performance

The Board understands that the strength of its governance relies on having the right mix of skills and experience around the Boardroom table and ensuring there is continuity in Board membership. The Board conducts a rigorous evaluation of its performance each year and actively plans for succession.