- 7 July 2026
New research from The Chartered Governance Institute UK & Ireland (CGIUKI) has highlighted a significant gap in the legal and governance framework governing extended leave, raising concerns about accountability and responsibility when trustees, directors and other statutory officeholders step away from their duties for prolonged periods.
The research examines what happens when charity trustees, company directors and public appointees take extended periods of absence due to maternity leave, long-term illness, bereavement or caring responsibilities.
It found that, in many cases, individuals remain legally responsible for decisions and actions taken by an organisation despite being absent from their role, with no clear framework governing how responsibilities should be managed during that period.
The Institute warns that the lack of clarity creates governance risks for organisations and individuals alike, potentially weakening accountability, creating uncertainty around decision-making responsibilities and discouraging talented people from taking on board and trustee roles.
Linda Ford, Chief Executive of The Chartered Governance Institute UK & Ireland, said:
“People who take maternity leave, long-term sick leave or time away to care for loved ones should not find themselves navigating legal uncertainty at the same time.
“Our research highlights a significant gap in the current framework governing extended leave. Good governance depends on clear accountability, but at present organisations and officeholders are often left to navigate these situations without a clear understanding of where responsibility sits.
“We are calling for clearer legal and regulatory guidance as an important first step. Longer term, policymakers should consider whether changes to company and charity governance frameworks are needed to provide greater certainty for trustees and directors.”
While the issue affects organisations across the private, public and third sectors, CGIUKI believes charities may be particularly exposed. Unlike larger organisations, which may be able to draw on governance teams, subsidiary boards or formal succession arrangements, charity trustees often have fewer practical options available when they need to step away temporarily. As a result, stepping down from a board can be perceived as the only viable course of action, potentially creating challenges for trustee recruitment, retention and board diversity.
Dr. Valentina Dotto, Policy Officer at CGIUKI and lead author of the research, said:
“Extended leave is not a niche issue. It affects people at different stages of life and career and across every sector.
“Our research identified significant uncertainty about how responsibilities should be managed during periods of absence, with organisations often developing ad hoc approaches. Greater clarity would help protect individuals, support organisations and strengthen accountability across all sectors.”
Alongside the research, CGIUKI has published practical guidance to help organisations and officeholders manage extended leave arrangements and mitigate governance risks.
The full report and guidance are available to download.