Independent Director — IPO-Stage Used Lubricant Recovery and Industrial Oil Re-Refining | Feedstock Traceability, Process Safety and Circularity Assurance

Enterprise context

The company collects used lubricating and industrial oils, evaluates incoming material, processes suitable feedstock and markets recovered products and by-products. The business sits between hazardous-material stewardship, chemical processing, commodity economics and circularity. Value depends on lawful collection, reliable feedstock characterisation, safe logistics, controlled yields, product quality and responsible disposition of residues.

The company is preparing for a public listing and requires deeper independent oversight of mass balance, procurement channels, process safety, environmental performance, inventory valuation and sustainability claims. Used oil can move through fragmented collection networks and vary substantially in contamination and recoverability. Without strong evidence, reported feedstock, yield and circular impact can diverge from physical reality. The Board seeks a Director who will connect every financial and environmental claim to traceable material flow.

Core Board mandate

The appointee will oversee feedstock provenance, transporter and aggregator conduct, sampling, weighment, laboratory release, production yield, residue disposal, product quality, emissions and effluent, commodity exposure, working capital and IPO data. The Director will challenge growth that depends on uncertain feedstock, informal practices, underfunded safety or optimistic recovery assumptions.

The role also requires judgment on capital allocation. Additional processing capacity creates value only when feedstock is lawful and available, the plant can maintain safe and consistent operation, products meet specifications and residues have compliant outlets. Nominal capacity and circular-economy demand are insufficient bases for investment.

Strategic and governance agenda

1. Establish lawful feedstock provenance. Review generator, aggregator and transporter onboarding; documentation; ownership; collection authorisation; source risk; route evidence; and handling of suspicious or prohibited material.

2. Strengthen weighment and custody. Govern vehicle identity, calibrated weighbridges, seal control, gross and tare weight, sampling, receipt, rejection, unloading and reconciliation. Manual adjustments require independent review.

3. Assure feedstock characterisation. Review sampling representativeness, chain of custody, laboratory competence, contamination tests, acceptance thresholds and pricing adjustments. Commercial teams should not override unsafe acceptance.

4. Build a defensible mass balance. Reconcile opening material, receipts, processing, recovered products, fuels or internal use, water, residues, losses and closing stock. Yield should be explained by feedstock quality and operating conditions.

5. Govern process safety. Examine hazard analysis, operating limits, storage compatibility, ignition control, maintenance, permits, alarms, emergency shutdown, contractor work and management of change.

6. Protect product quality. Define specifications, batch release, blending, contamination prevention, retention samples, customer certificates and complaint investigation. Product sales must remain traceable to controlled batches.

7. Control residue disposition. Review classification, storage, transporter, receiver competence, transfer evidence and final treatment. Waste cannot disappear from the company's accountability after leaving the gate.

8. Make procurement economics transparent. Assess delivered feedstock cost after quality, transport, rejection, working capital and expected recovery. Volume incentives should not reward low-quality or poorly documented material.

9. Manage commodity and margin exposure. Review product-price references, feedstock pricing lags, inventory sensitivity, contract terms and hedging boundaries. Reported margins should separate operating performance from market movement.

10. Strengthen inventory valuation. Value feedstock by verified quality and recoverability, products by specification and market evidence, and residues by actual disposition cost. Contaminated material should receive prompt provisioning.

11. Govern environmental performance. Require trustworthy measurement of energy, emissions, water, effluent and residues. Excursions, bypasses and unusual operating periods must be transparently investigated.

12. Substantiate circularity claims. Define collected material, accepted feedstock, recovered product and avoided virgin input carefully. Claims should account for losses, energy, residues and system boundaries.

13. Apply disciplined capex gates. Evaluate new lines, storage, laboratories, utilities and plants using feedstock security, permitting, safety capability, product offtake, working capital, commissioning and downside cases.

14. Prepare IPO-grade controls and disclosure. Standardise capacity, throughput, yield, utilisation, feedstock concentration, product mix, environmental indicators and circularity measures with auditable source definitions.

Board decisions requiring independent judgment

The Director will contribute to new plants, material capacity additions, long-term feedstock arrangements, aggregator networks, product offtake, acquisitions, commodity-risk policy, environmental remediation, major incidents and readiness to launch the IPO.

Every capital proposal should identify lawful feedstock supply, delivered quality, safe storage, laboratory and operating capability, product demand, residue outlets, permit pathway, working capital and downside utilisation. Acquisition diligence must include land and environmental history, hidden stock, residue liabilities, licences, safety culture, customer claims and reliability of mass-balance data.

Audit, safety and sustainability assurance

The Board dashboard should cover feedstock by source class; rejected and quarantined loads; weighment exceptions; laboratory overrides; production mass balance; yield variance; off-specification product; residue inventory; transporter and receiver exceptions; process-safety events; environmental excursions; commodity exposure; receivables; capex progress; unresolved audit findings; and IPO-control remediation.

Internal audit should perform source-to-plant and plant-to-receiver tracing, surprise inventory checks, weighbridge analytics, laboratory sample reperformance, mass-balance reconstruction, transporter confirmation and revenue cut-off testing. The Committee should meet privately with statutory audit, internal audit, safety, environment, laboratory and finance leadership.

Candidate profile

Candidates should bring at least 25 years of senior experience across refining, lubricants, chemicals, waste management, hazardous logistics, process manufacturing, environmental governance, audit, finance or listed-company boards. Suitable candidates may be former CEOs, CFOs, plant or business leaders, process-safety executives, sustainability leaders, Audit Committee Chairs or assurance professionals with industrial depth.

The Board needs someone who can connect physical material, laboratory evidence, operating risk, accounting and public claims. Experience with commodity-linked margins, hazardous feedstock, process capex, environmental remediation, circular materials or an IPO will be advantageous. Plant and supply-chain visits are essential.

Eligibility, independence and conflicts

Active inclusion in the IICA Independent Directors Databank is mandatory. The candidate must meet all independence and eligibility requirements applicable to an IPO-stage and subsequently listed company. Relationships involving feedstock generators, aggregators, transporters, processors, product customers, equipment vendors, laboratories, lenders, investors, auditors or transaction advisers must be disclosed.

The role may not be used to direct feedstock, product sales, transport, waste, equipment, finance or advisory mandates to a connected party. Independence must be maintained during the offer process and after listing.

First 100-day priorities

• Trace representative feedstock loads from source through processing and residue disposition.
• Reconstruct mass balance and inventory valuation for selected production periods.
• Inspect storage, laboratory, process, emergency and effluent operations.
• Review serious safety, environmental, quality and transporter incidents.
• Test every material throughput, yield and circularity metric intended for IPO disclosure.
• Recommend Board thresholds for feedstock acceptance, overrides, incidents, capex and commodity exposure.

First-year outcomes

The first year should deliver verifiable feedstock provenance, reliable mass balance, protected laboratory decisions, stronger process-safety assurance, responsible residue custody and IPO disclosures grounded in auditable physical data. The Director should help prove that circular value is created through disciplined recovery—not merely through the movement of used material.