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Become a member


To register for Chartered Director you must be a full Member or Fellow of the Institute and have passed the Certificate and Diploma examinations in Company Direction.

Your length of experience in a director role or equivalent should be either:

  • 3 full years' experience in a director level role for holders of a recognised degree or full chartered professional qualification (via examination); 

Examples of Approved Qualifications:

The Chartered Institute of Marketing 
The Chartered Institute of Personnel Development 
The Chartered Insurance Institute 
The Chartered Management Institute Chartered members of bodies that fall under the remit of The Engineering Council; or

  • 5 full years' experience in a director level role, for those who do not hold a recognised degree or full chartered professional qualification

For either period you may have been working in a number of roles at director (or equivalent) level, including non-executive positions (NED positions must be consecutive). Your board (or governing body) must comprise three directors (including executive or non-executive directors).

For any queries regarding the validity of professional qualifications, please contact the Chartered Director team.

The maximum time for applying for Chartered Director, having passed the Diploma in Company Direction is ten years. Similarly, roles or experience that exceed ten years from the point of application will not be accepted.  The role(s) that you put forward should include at least one that has been held in the last five years.

Your role(s)

Do you participate, and/or have you participated, in the direction of your organisation for the time periods stated above by:

  1. being a full member of the board;
  2. deriving your authority directly from the board, within an executive role, with clear responsibility;
  3. responsible for determining and developing the strategy of, and the direction of, the organisation; participating in board activity in a role such as a non-executive director, trustee or governor;
  4. of a public body or institution; acting as company secretary for a significant entity or as company secretary combined with an executive position;
  5. being a focal point for the determination of the mission and vision of your organisation, or for driving the review of, and ensuring the relevance of, these;
  6. being responsible for the delegation and monitoring of performance and the delivery of the organisation's strategy through senior management and other stakeholders. This assumes there is sufficient infrastructure in place to implement the strategy;
  7. being responsible and demonstrating accountability on your own behalf, and on behalf of your organisation to a range of stakeholders.

Your participation in board activities

  1. Does your board meet formally at least four times per year? Does it focus on issues of direction and governance, rather than day to day matters?
  2. Does your board take responsibility for creating entrepreneurial opportunities for the organisation, while ensuring that it has fully assessed the risks of projects and ventures?
  3. Are you, as a member of the board, knowledgeable about the organisation so that you can be answerable to stakeholders, yet able to stand back from day to day operations and retain an objective and long-term view? Would you be able to demonstrate, or give examples of, this?
  4. Are you, as a member of the board, sensitive to short term issues affecting your organisation, and can you demonstrate how such issues are mitigated or dealt with in the context of the longer term? Can you demonstrate how you are able to contribute to board decisions?
  5. Do you, or does your board, ensure that there is a regular review of external influences and issues that could affect your organisation, does it take action in relation to the information that is gathered? Is your role in this activity influential?
  6. Does the board exercise its responsibility to staff, business partners, stakeholders and society as a whole, while focusing on the needs of the business?
  7. Can you demonstrate that your role has an impact on the board's work and that through your role, you are able to lead change and/or influence outcomes relating to the organisation's direction?