Non-Executive Chair — Environmental Services Governance

Chair a board that makes clear collective decisions

The chair will lead the board's governance of an environmental-services organisation, ensuring that strategy, service obligations and financial resilience receive balanced attention. The appointment is to the board chair role. It is distinct from executive management and from any separate statutory assurance or supervisory function.

Shape the board's work

Agree an agenda that gives directors sufficient time for consequential decisions and avoids allowing routine reporting to crowd out strategic discussion. Ensure papers identify the decision sought, available options, material risks and the evidence behind management's recommendation. Encourage challenge from all directors while keeping the discussion directed towards a conclusion.

A clear relationship with executive leadership

Maintain a constructive relationship with the executive leadership. The chair should support clear accountability without becoming an alternative route for operational instructions. Where the board requires further evidence or a revised proposal, communicate that request precisely and follow through on the response.

Public-interest judgement

Help the board consider service reliability, environmental performance, affordability and financial sustainability together. Stakeholders may have legitimate but conflicting expectations. The chair must ensure those tensions are discussed openly and decisions remain within the board's responsibilities and applicable governance arrangements.

Board capability and effectiveness

Review the effectiveness of committees, information flow and succession. A board needs the right expertise and the ability to use it collectively, rather than a collection of specialists pursuing separate agendas. The chair should address gaps in capability or participation through the appropriate governance process.

The contribution will be assessed through decision quality, executive accountability and the board's capacity to address difficult issues in time. Candidates must disclose political, commercial and advisory relationships relevant to the organisation. Any appointment-specific eligibility, independence and time requirements will be considered against the actual governance framework rather than assumed from a generic description of public-sector board practice.