Independent Director — Control and Risk Committee Chair

Chair responsibilities

Set an agenda linked to strategy, significant change and emerging risk. Coordinate input from risk, compliance, internal audit and management without allowing multiple reports to create an illusion of assurance. Require clear ownership and evidence when findings are proposed for closure.

The chair should use committee time for matters requiring judgement, including contradictory assurance, overdue remediation and changes in risk appetite. Routine reporting should support that discussion rather than consume it. Ask management to state the decision required and the consequences of delay. Where risks cross organisational boundaries, require a single accountable response supported by the relevant functions. The chair should also assess whether the committee has the expertise and information needed for emerging issues and recommend targeted external input when appropriate.

Energy-service questions

Challenge risks arising from customer commitments, contracting, investment and reliance on key operating or technology partners. Examine how changes in the business model affect controls. Ask whether risk limits remain appropriate when commercial conditions shift.

Candidates qualified to lead

Candidates should have board or senior risk-governance experience and evidence of chairing a committee or comparable oversight forum. Energy-services knowledge is valuable, alongside financial literacy and assurance expertise. Appointment-specific independence, board eligibility and committee competence requirements must be verified.

The standard of reporting to the board

The chair should communicate the committee’s conclusions, unresolved concerns and decisions required without reproducing every management report. Applicants should discuss a situation where they changed an oversight agenda because the formal risk register understated a material issue. The role is distinct from running the risk function or serving as the entity’s statutory auditor.