Chief Talent and Capability Officer — Refining And Marketing System

The mandate

The enterprise is entering a phase in which leadership must resolve critical capability shortages constraining execution of the investment plan within a privately held integrated energy producer and services platform. The immediate arena is the refining and marketing system during an asset-integrity programme. For mandate 376, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Talent and Capability Officer operating perimeter covers approximately £35,300 million in operated asset and trading portfolio, with activity spanning several refining and marketing system customer, product and delivery clusters rather than a single asset. The Chief Talent and Capability Officer Oil & Energy remit carries direct influence over roughly 1,400 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Chief Talent and Capability Officer who can convert ambiguity into a short list of explicit choices for the refining and marketing system. The Chief Talent and Capability Officer Oil & Energy seat must resolve an asset-integrity programme, while preserving the underlying strengths of the refining and marketing system. For mandate 376, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Talent and Capability Officer’s first year on the refining and marketing system is expected to end with verified capability supply, internal mobility and leadership depth. In mandate 376, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the Chief Talent and Capability Officer — Refining And Marketing System seat. The incumbent continues to lead the refining and marketing system through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while an asset-integrity programme is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the Chief Talent and Capability Officer value-creation thesis for the refining and marketing system, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £35,300 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Talent and Capability Officer Oil & Energy organisation of about 1,400 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the refining and marketing system economics and execution constraints created by an asset-integrity programme, with Chief Talent and Capability Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Talent and Capability Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the refining and marketing system; remove reconciliations that obscure accountability.
• Have changed an executive structure and workforce economics while sustaining critical talent and employee relations in mandate 376.
• Build the Chief Talent and Capability Officer’s three-year succession and capability plan for the refining and marketing system, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the refining and marketing system baseline, meet the 30 stakeholders most consequential to critical capability shortages constraining execution of the investment plan, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Talent and Capability Officer portfolio and organisation choices for the refining and marketing system, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable refining and marketing system trend against verified capability supply, internal mobility and leadership depth, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Chief Talent and Capability Officer’s agreed first-year refining and marketing system value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Talent and Capability Officer forecast that remains decision-useful across three consecutive quarters and reconciles the refining and marketing system’s operating, cash, customer and people assumptions.
• Closure of the Chief Talent and Capability Officer mandate’s highest-priority refining and marketing system risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical refining and marketing system talent and ready-now successors for at least 70% of the Chief Talent and Capability Officer’s direct reports.
• A quantified Chief Talent and Capability Officer-owned improvement in the refining and marketing system operating constraint behind an asset-integrity programme, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 376: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Chief Talent Officer, Learning and Capability Head or Deputy CHRO in a privately held Oil & Energy or adjacent enterprise. In relation to the refining and marketing system, your Chief Talent and Capability Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this Chief Talent and Capability Officer brief.

As a Chief Talent and Capability Officer candidate, you bring 22–28 years of progressive Oil & Energy or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of £20,450 million and led an organisation of at least 975 people.

For mandate 376, the board wants two transitions: a difficult refining and marketing system portfolio choice and a leadership-system change during an asset-integrity programme. As the prospective Chief Talent and Capability Officer for this refining and marketing system, you must challenge optimistic cases and still create followership. References for mandate 376 must distinguish your contribution from the institution around you.

The Chief Talent and Capability Officer must be based in London; international relocation is supported, but this Oil & Energy role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Chief Talent Officer, Learning and Capability Head or Deputy CHRO, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Chief Talent and Capability Officer ownership of at least £20,450 million and leadership of no fewer than 975 employees in a comparable refining and marketing system context.
• One completed Oil & Energy or adjacent-sector example of critical capability shortages constraining execution of the investment plan with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks Chief Talent and Capability Officer-level refining and marketing system consequences will not meet the bar.
• Willingness to meet the London location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 376.

Compensation and terms

The anticipated Chief Talent and Capability Officer package is £210,000–280,000 base + annual incentive, calibrated to the final refining and marketing system scope and the candidate’s current mix. Any long-term participation for mandate 376 follows standard vesting and performance conditions. The Chief Talent and Capability Officer appointment in London, centred on the refining and marketing system, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 376.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 376. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 376.