RAF Non-Executive Directors (x2)

Transcription

1 RAF Non-Executive Directors (x2) Royal Air Force (RAF) Time Commitment: days a year (subject to negotiation) Location: HQ Air Command, High Wycombe, London MOD Main Building and UK RAF Stations as required Remuneration: 15,625-21,875 per annum dependent on agreed time commitment (one position attracts an additional 5000 per annum- details below) Closing date: Midnight, Wednesday 14 March 2018 The RAF is looking for two Non-Executive Directors (one to also be the Air Audit Committee Chair) to bring an independent perspective and valuable skills to strategy formulation, risk management and decision-making to the Air Force Board and its senior committees. Background: The Defence Vision is to protect our people, territories, values and interests, at home and overseas, through strong armed forces and in partnership with allies, to ensure our security and safeguard our prosperity. In supporting this vision, the Chief of the Air Staff s (CAS) ambition is to develop the RAF to: Provide an agile, adaptable and capable air force that, person for person, is second to none and that makes a decisive contribution in support of the UK Defence Mission. At its simplest, the RAF strategy is to focus on people, deliver on operations and grow the frontline. Celebrating its 100 th anniversary in 2018, the RAF has approximately 35,000 regular personnel, 4,000 reservists, 4,500 MOD civilians and budget of over 6bn per year. Further information on the RAF and its structure can be obtained by visiting the website at Governance: The administration of all matters relating to the RAF is the responsibility of the Air Force Board (AFB), which is chaired by the Secretary of State for Defence. The Air Force Board has command over the officers, airmen and airwomen of the RAF. 1

2 Air Force Board Executive (AFBEx): The Air Force Board Executive (AFBEx) is the Executive Committee of the Air Force Board and is chaired by CAS. The AFBEx provides a mechanism for dealing with Air Force Board business which does not require the direct involvement of Ministers and handles matters that can be properly determined without recourse to the AFB. It provides the collective strategic leadership of the RAF, ensuring the RAF s long-term success and health. The primary purpose of the AFBEx is to assist CAS in discharging his executive responsibilities for the delivery of coherent military capability, the current and future fighting effectiveness and efficiency of the RAF, and the morale of the Service. The AFBEx has three core roles: to set the strategic direction for the RAF; to assist CAS in the effective and efficient operation of the Air Top Level Budget; and to act as the guardian of UK military air power. The AFBEx comprises: CAS; the Deputy Commander Operations (Air Member for Operations); the Deputy Commander Capability (Air Member for Personnel & Capability); other senior RAF management staff; and the RAF s four Non-Executive Directors who provide constructive challenge, advice and support to the Executive. Air Force Command Group (AFCG): Co-chaired by Deputy Commander Capability and Deputy Commander Operations, the AFCG s primary role is to support CAS in reviewing the effectiveness of operational outputs, performance management and Air Capability Portfolio decision making. The AFCG also prepares CAS for the Performance and Risk Review (holding to account) process with the Permanent Secretary in the MOD. The AFCG meets regularly and comprises senior Air Command management staff. Air Audit Committee (AAC): The AAC provides independent counsel to CAS in support of his responsibilities for corporate governance by scrutinising and constructively challenging designated assurance processes and systems across Air Command, and providing advice as to the effectiveness and suitability of those processes and systems. The AAC supports the development of an Annual Assurance Report which is assessed as coherent and comprehensive, and comprises assurances: judged to be proportionate and reliable; founded on sufficient reliable evidence; and accompanied by conclusions that are reasonable in the context of the evidence given, and, informed by its support work, provides advice to enable CAS to sign the Annual Assurance Report. It examines assurance processes and systems and assurance received across Air Command in key subject areas. It assists CAS in holding Air Force Board Executive subordinate bodies and relevant 3*, 2* and 1* principals to account for securing effective and suitable assurance processes and systems within their respective areas of responsibility. With authority from CAS, the AAC investigates any activity within Air Command or commissions work considered appropriate in the context of its primary role. It provides CAS with advice on the overall assurance framework within which Air Command operates, on the assurance need of Air Command, and on how well assurance received actually meets that assurance need. Chaired by one of the Non-Executive Directors, the AAC has four core members (The Chair, another RAF Non-Executive Director, an Independent Member from another part of the MoD and an Independent Member with no formal MoD connection). Also attending AAC are the Standing 2

3 Attendees (Chief of Staff Air representing CAS and Director Resources as Senior Financial Officer equivalent), and representatives of Defence Internal Audit and the National Audit Office. Air Rank Appointments Board (ARAB): The Air Rank Appointments Board meets quarterly under the chairmanship of CAS (who is supported by Non-Executive Director representation) to consider selections for the Service s most senior appointments (Group Captain to Air Chief Marshal) and to advance candidates for Tri- Service rotational and competed appointments across Defence. The Air Rank Promotion Board (ARPB) also presided over by CAS (again supported by Non- Executive representation), meets annually to place in merit order the strongest candidates for promotion to Air Commodore (1*) and Air Vice-Marshal (2*). Terms of Reference for the above Boards and Committees are available on request. The Opportunity: As an RAF Non-Executive Director, you will contribute to the strategic direction of the RAF at the highest levels. The successful applicant for RAF NED Post 1 will also Chair and lead the Air Audit Committee, while it is anticipated that the successful applicant for RAF NED Post 2 will sit in support of CAS on the ARAB and ARPB. You will bring with you valuable skills, as well as objectivity and an independent perspective not compromised by close previous involvement in the Ministry of Defence. You will have the skills and experience to broaden the horizons within which the RAF determines strategy. By applying the benefits of your wider general experience in influential positions, you will add value to Board discussions and ensure rigour in decision-making. You will seek continually to develop and refresh your knowledge, skills and understanding of the RAF to ensure that your contributions remain informed and relevant. You will uphold the highest ethical standards of integrity and probity and promote the highest standards of corporate governance. Reporting line and role of the Non-Executive Director: You will be appointed by, and report directly to, CAS. As a Non-Executive Director on the AFB, AFBEx and the AAC/ARAB/ARPB you can ensure effectiveness and efficiency by participating as an equal member in the board level direction of the Service and Air Command. The primary role is to provide an effective challenge function in the conduct of Board business. You will constructively challenge and scrutinise the performance of the executive in meeting agreed goals and objectives, and satisfy yourself that financial controls and systems of internal control are robust and defensible. Person Specification: With this appointment the specific focus will be on the following skills, knowledge and experience: (NED Post 1) Proven experience at a senior level, ideally with a FTSE 350 company or equivalent (including with the Big 4 accounting and consulting firms); (NED Post 2) Proven experience at a senior level, ideally with a FTSE 350 company or equivalent; 3

4 (NED Post 1) The background/experience to chair and lead the RAF s AAC which reviews internal controls, governance processes and risk management systems and advises on good governance; (NED Post 2) The background/experience to take an active and effective part in RAF s AAC which reviews internal controls, governance processes and risk management systems and advises on good governance. In the current security environment we would particularly be interested in experience of cyber and information/personnel security issues. Strong leadership and communication skills (particularly important for RAF NED Post 1 as AAC Chair); A wide knowledge of commercial financial business practice and management; The ability to provide an independent view and effective challenge to the Board and help ensure that it operates with an awareness of wider business standards; The ability to grasp financial issues facing the Board in context with its public sector accountability to Parliament; Proven experience of dealing with issues involving the strategic direction of organisations; The background/experience to understand and advise the Board on corporate governance and risk management (noting that previous experience of Ministry of Defence/Armed Forces governance and issues is not essential); An understanding of diversity issues, and the challenges in securing a balanced and representative workforce. In addition to the role specification, the following personal attributes are required: Independence of mind; No conflict of interest between your business activities and the Non-Executive Director role; Sound judgement; Ability to question intelligently, debate constructively, challenge rigorously and decide dispassionately; Ability to hold management to account and raise issues which merit further investigation or analysis without raising an adversarial reaction; An ability to listen sensitively to the views of others, inside and outside the committees and to gain the trust and respect of other committee members; Sufficient strength of character to seek and obtain full and satisfactory answers within the environment of the Board. Diversity and Inclusion: The RAF welcomes applications from people across all sectors of our communities and from all backgrounds. 4

5 Nationality and Security: These posts are classed as Reserved, and as such are only open to British Nationals. If successful, you will also be expected to undergo MOD security vetting prior to appointment. Time Commitment: The Non-Executive Directors to the senior RAF committees will be expected to commit between 25 and 35 days a year, subject to negotiation and confirmed on appointment. This will include attendance at boards or committees, and dealing with paperwork out of committee as well as preparation. They are expected to be familiar with all the papers in advance of each committee meeting; to devote the necessary time to the affairs of the committees; and to undertake familiarisation visits as necessary. RAF Non-Executive Directors are encouraged to visit RAF Stations and MOD establishments in the UK and overseas. Flying, including in simulators, is also offered. The Non-Executive Directors are also encouraged to join the wider social and representational activities to boost knowledge of and involvement with the organisation, which could involve additional voluntary and unpaid commitment over and above the core commitment above. Remuneration: Remuneration for these Non-Executive Director positions will be calculated at 625 per day of the annual commitment agreed between the successful applicant and CAS at offer stage, with an additional 5000 per annum for NED Post 1 (only) to acknowledge the added responsibility of chairing and leading the AAC. In addition, actual travel and subsistence expenses incurred on Official Business will be reimbursed in line with Ministry of Defence rules and guidance. The length of the appointment is three years, with the potential to extend for a further three year period. Selection Process: The MOD is committed to providing equal opportunities for all, irrespective of race, age, disability, gender, marital status, religion, sexual orientation, transgender and working patterns. It is also committed to the principles of public appointments on merit, with independent assessments, openness and transparency of process. You are therefore invited to submit your CV, and application form on which selection will be based. Application Process: Submission of an application form (downloadable via WIG s website), and CV to WIG. To upload your completed documents online, please visit by midnight on Wednesday 14 March Alternatively, please feel free to your application documents to talent@wig.co.uk. After the closing date, the appointing panel shall compile a shortlist, assessing candidates suitability for the role based on evidence provided in the CV and Application Form against the above criteria. Interviews for successfully shortlisted candidates will be held in High Wycombe or London on Friday 27 April It is anticipated that successful candidates will receive offer letters pending security checks by mid-may If you have any questions about this opportunity, please contact Finnlo Crellin: fc@wig.co.uk 5