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👔
SECTION 4
Executive Governance
CEO Responsibilities, Authority Limits & Performance Framework
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4.1 Executive Leadership Overview
The Executive Leadership of Charge Holdings Ltd is responsible for:
- Delivering the Group strategy approved by the Board
- Managing engineering, product, commercial, and operational performance
- Ensuring compliance across all jurisdictions (UK, US, UAE)
- Managing resources, performance and risk
- Maintaining cross-functional alignment across brands (Charge, TVR)
4.2 The Chief Executive Officer (CEO)
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🎯
The CEO is the most senior Executive in the Group and has operational responsibility for the success of Charge Holdings.
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Key Responsibilities
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1️⃣
Execute Group Strategy
Lead execution of the business plan, reporting progress to the Board
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2️⃣
Lead the Executive Team
Establish objectives, ensure collaboration, foster disciplined delivery
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3️⃣
Engineering & Product
Ensure milestones, homologation, production readiness are met
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4️⃣
Financial Management
Manage budgets, ensure strong controls and accuracy
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5️⃣
People & Culture
Lead by example, uphold governance and ethical standards
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6️⃣
Risk Management
Monitor and escalate material risks to Board
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4.3 CEO Authority Limits
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✅
CEO May Authorise (Within Limits):
- Operational expenditure: up to £100,000 single commitment
- Standard supplier contracts within approved budget
- Hiring and compensation approvals within assigned ranges
- Engineering and production decisions within PEC-approved boundaries
- Routine commercial agreements (dealer, service provider, marketing)
- Day-to-day business decisions
- UK/US/UAE operational decisions up to defined thresholds
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⚠️
CEO Must Escalate to the Board:
- Contracts above £250,000
- Multi-year commitments or leases
- Any decision that alters cost, safety, compliance, or timeline materially
- Capital raises, investments, acquisitions, disposals
- Intercompany loan approvals
- Production readiness declaration
- Engineering freeze approvals (via PEC → Board sign-off)
- Non-budgeted hiring of senior executives
- Material deviations from business plan
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