Pension-Sponsor Liquidity Board Adviser

The mandate

The transport operator faces seasonal maintenance spending and agreed deficit contributions while scheme reports show long-term funding positions and treasury manages immediate cash requirements, with sponsor and trustee scenarios using different assumptions. The board's standing question is how to protect benefit security and hedge intent without exposing the operating company to a liquidity event it cannot absorb.

The adviser will review monthly sponsor and scheme evidence, meet treasury, pensions and investment owners before committees, attend three Paris sessions and observe one joint simulation. The cadence will challenge collateral waterfalls, asset liquidity, derivative terms, contribution timing, sponsor covenant, operating headroom, contingent support and escalation. Advice will make explicit where trustee and corporate duties differ rather than assuming one integrated balance sheet.

The appointment runs for nine months through two collateral cycles and the annual contribution review. Renewal requires a specific committee minute naming a new question after sponsor and trustee teams have demonstrated an aligned but separately governed stress pack. The advisory seat should close when directors can compare long-term funding and immediate liquidity without routine external translation.

The adviser holds no line authority and takes no executive responsibility for scheme investment, hedging, contribution, corporate funding, covenant assessment, benefit decisions, actuarial assumptions or trustee action. Relevant officers and trustees retain those duties. The adviser may challenge scenarios and record dissent but cannot instruct asset managers, move collateral or bind sponsor and scheme to a choice.

Conflicts must disclose relationships with the scheme, sponsor, trustees, asset managers, banks, actuarial firms, unions, insurers and infrastructure investors. Recusal applies to manager or counterparty decisions involving a material tie. The adviser will accept no asset-placement, transaction or refinancing fee and will not use member or commercially sensitive data outside the mandate.

Why the board wants this voice

Scheme funding and corporate treasury are governed through different duties, calendars and measures, so each can appear prudent while combined liquidity is fragile. The recent event also exposed optimism about asset sale and collateral timing. Directors want an independent pensions-and-treasury operator who can challenge both sides, preserve governance boundaries and test whether the sponsor can meet cash demands under adverse operational conditions.

What you will own

• Challenge collateral calls, asset liquidity, settlement timing, derivative terms and escalation across scheme stress scenarios.
• Test corporate headroom against maintenance, payroll, debt, contribution, contingency and restricted-cash needs on equivalent dates.
• Examine alignment and difference between trustee liquidity duty, sponsor covenant, hedge objective and board risk appetite.
• Review contingent support, contribution flexibility and collateral alternatives for legal readiness, cost and operational executability.
• Observe a joint simulation involving rates shock, asset delay and corporate cash pressure with separate decision authorities.
• Give directors choices that expose benefit, funding, liquidity, covenant, employee and operating consequences clearly.
• Leave a sponsor oversight pack linking scheme calls, corporate capacity, triggers, evidence and accountable escalation.

Candidate qualifications

• Has advised corporate boards and pension trustees through collateral stress affecting a material operating sponsor.
• Understands liability hedging, derivatives, collateral waterfalls, asset liquidity, contributions and sponsor covenant together.
• Can preserve distinct trustee and corporate duties while creating comparable stress dates and evidence.
• Has challenged apparent funding improvement when immediate collateral demand endangered corporate or scheme liquidity.
• Has assessed contingent support and contribution flexibility without acting as asset manager, actuary or legal counsel.
• Communicates conflict and uncertainty in joint governance where beneficiaries, employees, lenders and operations are affected.