The stakeholder committee should explain what the company is learning
The Board seeks a director to chair Stakeholders Relationship and contribute to CSR. The formal duties—shareholder servicing, transfers, dematerialisation, grievances and compliance—remain essential. The opportunity is to turn recurring questions, delayed resolution and communication gaps into evidence about disclosure, operations and trust.
Investor experience
The Chair will examine grievance age and outcome, but also recurrence, escalation quality and root cause. Investor questions that repeatedly require clarification may reveal weak disclosure architecture. Corporate-action communication, website information, accessibility, meeting participation and treatment of small shareholders should be reviewed as parts of one investor journey.
The director will ask whether public communication distinguishes contracted revenue from pipeline, implementation from stable operation, and technology investment from realised benefit. The committee does not write market disclosures; it ensures that persistent misunderstanding reaches the Board and the responsible control owners.
Customer and digital-service evidence
Although customer cases may sit outside the statutory SRC process, material or repeated service disputes can affect reputation and disclosure. The Chair will establish an escalation bridge so that patterns involving outages, data, billing, unmet service obligations or difficult remedy reach Risk, Audit or the full Board as appropriate.
Digital service accountability requires clarity over responsibility when cloud providers, subcontractors or software dependencies are involved. The company may outsource delivery steps, but it cannot outsource the stakeholder promise. Root-cause reviews should include notification, remedy and prevention as well as technical restoration.
Crisis communication
The Board needs an agreed protocol for a material service, cyber or data incident: verified facts, affected stakeholders, disclosure thresholds, regulatory duties, customer communication, investor communication and update cadence. The director will challenge premature reassurance and unexplained silence alike. Accuracy and usefulness should govern communication under uncertainty.
CSR contribution
The member will apply similar standards to social programmes: clear beneficiaries, partner diligence, measurable outcomes, grievance and data protection. Technology-enabled programmes must have accessible alternatives and safeguards for individuals who cannot use the digital channel.
A first-year test
The Chair will select the three most persistent stakeholder themes and follow each from initial contact through functional ownership, Board visibility and changed outcome. If the same question keeps returning, closure has not produced learning.
Board reporting will remain intentionally compact. Each theme should show scale, severity, recurrence, ageing, affected stakeholder, responsible executive, remedial decision and evidence that the next case behaved differently. This prevents the committee from mistaking a larger spreadsheet for stronger oversight and allows unusual high-consequence cases to remain visible beside volume trends.
Experience and independence
Candidates may have led listed-company governance, investor relations, technology operations, customer trust, corporate affairs, legal/compliance or a major service business. They should know when to elevate a theme without converting the SRC into an executive complaints department. Board or committee experience is preferred. Candidates require DIN, statutory independence, databank compliance and sufficient availability during material communications events.