Chair — Organismo di Vigilanza, Multi-Utility

Keep supervision effective across organisational boundaries

The chair will lead oversight of a 231/2001 model across utility activities with different processes and control owners. The challenge is to build a coherent view without reducing the work to a uniform checklist that misses sector-specific risks.

Leadership responsibilities

Set supervision priorities based on the activities and information available to the body. Coordinate member expertise and establish reliable reporting from relevant functions. Examine how shared services, delegated authority and outsourced activities are reflected in the model and its implementation.

The chair should avoid assuming that a control effective in one service will work identically in another. Use shared findings to identify common governance weaknesses, then examine the local process and evidence. Review whether acquisitions, outsourcing or organisational changes have been reflected in the supervision priorities. Reporting should identify matters requiring action by management or governing bodies and preserve the body’s independent view when the proposed response is incomplete, delayed or unsupported by evidence of implementation.

From findings to a response

Ensure reports distinguish evidence, conclusions and unresolved questions. Track significant observations and assess whether proposed responses address the underlying issue. Escalate concerns through the appropriate channels when information, access or corrective action is inadequate.

What this appointment should improve

The body should be able to explain where model effectiveness is supported by evidence and where further work is required. Candidates should describe how they have identified a common weakness across otherwise different activities. The chair’s role remains supervisory; operational managers own their controls and the governing bodies retain their respective decisions and responsibilities.