Brighton & Hove Albion

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Governance & Core Values

Governance Structure

The Board

Committees & Roles

Operations & Procedures

Committees & Roles

Know before you go

Important updates for the next home fixture will be updated shortly.

Know before you go

Chair of the Board

Tony Bloom is the Chair of the Board. In the absence of Tony Bloom, Robert Comer or Adam Franks shall be appointed as Chair (in their capacity as Vice Chairs).

The Chair’s primary responsibility is to provide effective leadership to the Board. The Chair shall ensure that the Board sets and oversees the delivery of the Club’s long-term strategy in a manner that aligns with the Club’s values and promotes the Club’s sporting success, financial sustainability and competitive ambitions. More particularly the Chair shall have primary responsibility for the following:

Board Leadership and Effectiveness

The Chair is responsible for strategic oversight, governance and representing the Club’s interests, including in respect of relationships with football governing bodies, other football clubs, the Club’s supporters, the media and other football stakeholders.

The Chair is responsible for guiding Board meetings, facilitating discussion and ensuring that decisions of the Board are made in a structured and timely manner, with all voices being heard.

Governance and Regulatory Compliance

The Chair is responsible for upholding high standards of corporate and football governance, in line with the Football Governance Act and the UK Corporate Governance Code.

The Chair is responsible for ensuring that the Board fulfils its responsibilities as regards regulatory compliance, risk oversight and financial reporting. The Chair shall maintain awareness of the Club’s obligations under football regulations and statutory requirements, taking responsibility for ensuring that the Club’s operations meet these standards.

Stakeholder Engagement

The Chair is responsible for representing the Club’s interests with key stakeholders, including football governing bodies, the Independent Football Regulator, other clubs and the local community. The Chair ensures that stakeholder perspectives - particularly those of supporters - are considered in Board decisions.

Oversight of Key Appointments and Major Decisions

The Chair oversees major decisions on matters such as investment, infrastructure and the appointment of certain key senior positions, such as that of the First Team Manager and the Chief Executive and Deputy Chairman.

Relationship with the Chief Executive and Deputy Chairman

The Chair is responsible for maintaining a constructive working relationship with the Chief Executive and Deputy Chairman and providing guidance and oversight.

Board Culture and Conduct

The Chair upholds the Club’s values and ethical standards, including integrity, transparency and fair play.

Chief Executive and Deputy Chairman

Paul Barber is the Club’s Chief Executive and Deputy Chairman.

The role of the Chief Executive and Deputy Chairman is to support the execution of the Board’s strategy by leading the executive management and overseeing the day-to-day operations of the Club. The Chief Executive and Deputy Chairman is responsible for ensuring that the strategic directions set by the Board are translated into effective operational delivery, while maintaining high standards of governance, transparency and accountability across the Club, and external representation of the Club’s interests.

More particularly, the Chief Executive and Deputy Chairman is responsible for (but not limited to) the following:

Reporting and Accountability

The Chief Executive and Deputy Chairman reports directly to the Chair in respect of all major decisions affecting the Club, ensuring that the Board is appropriately informed of all relevant matters.

Strategic Execution

The Chief Executive and Deputy Chairman takes a central role in implementing the strategy approved by the Board and in the execution and translation of board-level strategy into actionable plans across the Club.

Leadership of the SLG and ExCo

The Chief Executive and Deputy Chairman leads the Club’s SLG and ExCo teams and oversees operational matters, ensuring appropriate accountability, coordination and performance oversight.

Operational Management and Performance

The Chief Executive and Deputy Chairman is responsible for the efficient and effective management of the Club’s operations, ensuring that operational performance, financial discipline and organisational culture support the long-term sustainability and success of the Club.

External Representation

The Chief Executive and Deputy Chairman represents the Club and its interests externally and maintains effective relationships with key stakeholders, including football governing bodies, other football clubs, the Club’s supporters, sponsors, the media, other football stakeholders, employees, fans and the local community.

Contracts and Commercial Oversight

The Chief Executive and Deputy Chairman shall have authority in respect of overseeing key contractual arrangements of the Club, including those relating to of players, coaches and senior staff as well as significant commercial agreements, subject to any approval threshold reserved to the Board.

Board Sub-Committees

The Board has established the following sub-committees, each with defined terms of reference, membership, and meeting arrangements. Sub-committees are responsible for detailed oversight and recommendations in their respective areas, reporting to the Board as appropriate.

The Board is the ultimate decision-making authority of the Club and exercises all powers necessary to lead and oversee the Club effectively, subject only to matters reserved to shareholders by law or by the Articles of Association. It provides oversight of the SLG and ExCo, which are tasked with achieving the Club’s objectives and efficiently managing its daily operations.

To support the Board in overseeing the Club’s financial management, financial reporting and internal risk and control framework. The Committee shall work with the Club’s auditors to sign off the annual accounts and ensure that the Club complies with applicable regulatory and financial governance requirements, including those arising under the Football Governance Act 2025.

Meetings: To meet prior to each Board meeting.

Members

Robert Comer (Chair)

Adam Franks (Alternate Chair)

Paul Brown

Paul Barber

Lee Cooper

Supports the Board in overseeing the Club’s organisational culture, leadership, ethical standards, workforce strategy and people governance ensuring that the Club operates in accordance with its values and maintains a safe, inclusive and respectful working environment which has equality, diversity and inclusion at its heart. The Committee will also consider matters of HR policy, club culture, employee remuneration, and to determine policies for standards of Board, senior executive and related party ethics, including actions and sanctions for non-compliance, and ensuring compliance with the Club’s equality, diversity and inclusion strategy.

Meetings: To meet quarterly, or when needed for specific purposes (e.g. to determine remuneration).

Members

Michelle Walder (Chair)

Adam Franks (Alternate Chair)

Paul Barber

Rose Read

To support the Board in overseeing the Club’s commercial and digital strategy, marketing activities and revenue generation, ensuring commercial decisions are aligned with the Club’s long-term strategic objectives, financial sustainability and regulatory obligations under the Football Governance Act 2025.

Meetings: To meet quarterly.

Members

Paul Brown (Chair)

Anna Jones

Jerry Newman

Russell Wood

Jenny Gower

Anna Easthorpe

Piers McDermott

To support the Board in overseeing the Club’s physical and technological infrastructure, ensuring that the capital projects and IT initiatives are strategically aligned, financially prudent and compliant with regulatory standards.

Meetings: To meet quarterly or as required.

Members

Robert Comer (Chair)

Paul Mullen

Lee Cooper

Peter Gray

Mark Loche

The Office of the Chairman provides a formal mechanism for the Chair of the Board in addressing strategic, governance and leadership matters at a senior level. It ensures that key issues are covered in advance of full Board discussion and that the Board is equipped to make informed, timely and compliant decisions. The Office of the Chairman shall focus on

- Wider strategic matters;

- Senior level succession planning;

- Executive remuneration and incentives;

- Governance and regulatory matters;

- Board effectiveness and culture.

The Office is advisory and preparatory. It does not make decisions for the Board. All decisions remain the responsibility of the full Board.

Meetings: As and when required

Members

Tony Bloom (Chair)

Adam Franks (Alternate Chair)

Paul Barber

Peter Gray

Michelle Walder

Sub-Committee meetings will, wherever possible, be arranged around Board meetings to maximise directors’ time. Where this is not possible, or logistics for in-person meetings are difficult, a Teams/Zoom option will be made available.

The Club’s Legal Team, led by Lloyd Thomas (General Counsel), will be available to support or advise Sub-Committees, SLG and ExCo on any matters that may arise and, if necessary, arrange specialist advice. Directors may also take independent professional advice at the Club’s expense where they reasonably consider it necessary to discharge their duties. The Club’s Legal Team may assist with this where appropriate.