For details of how to apply see: Executive Jobs Opportunities | Odgers Berndtson
Non-Executive Chair - Dover Harbour Board
Contents
Summary
- Organisation
- Dover Harbour Board, Chair only
- Sponsor department
- Department for Transport
- Location
- South East
- Sectors
- Transport
- Skills
- Business, Communication
- Number of vacancies
- 1
- Time commitment
- 3 day(s) per month
- Remuneration
- £50,000 per annum
- Length of term
- 3 Years
- Application deadline
- 5pm on 26 July 2022
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Timeline for this appointment
-
Opening date
30 June 2022
-
Application deadline
5pm on 26 July 2022
Timeline dates are only an estimate and can change
About the appointment
Introduction
Introduction to the Port of Dover
The Port of Dover is the UK’s primary gateway to Europe, its largest trading partner. More lorries enter and leave the country through Dover than through all other UK ports combined. The significance of the port and the vital importance of the supply chain that runs through it has never been more obvious than during the COVID-19 pandemic, when the ferry terminal in the Eastern Docks stayed open every day and the flow of lorries kept supermarkets and pharmacies replenished across the UK.Arguably it is also the most iconic port in the UK and, in normal times, is where millions of visitors set foot in the UK for the first time and where even larger numbers of Britons know they are home safe from their overseas travels as they disembark beneath its white cliffs. Some 11 million ferry passengers pass through the port in a typical year, travelling in some 2 million cars. Dover is also an award winning cruise port, hosting 130 elegant cruise vessels at its two dedicated terminals in 2019.
A new cargo terminal opened at the port at the end of 2019, in the first stage of an ongoing redevelopment of the historic Western Docks, and now handles a range of commodities from fresh fruit to steel. A new 250-berth marina is due to open in 2022.
Alongside its national importance, the port also operates as a highly successful commercial enterprise locally, supporting around 22,000 local jobs. It has, through development of its operations and continual investment, been able to future proof its existing facilities and plan for future demand.
The Port of Dover is a Trust Port, controlled by the Dover Harbour Board (DHB). Trust Ports are autonomous bodies created by Acts of Parliament and are controlled by an independent board. They are not Government-owned and they have no shareholders. Surpluses are reinvested into the port for the future so that it will always be open for the shipping and unshipping of goods, and the embarking and landing of passengers.
Originally established by Royal Charter in 1606, DHB is now a statutory corporation with a legal duty to administer, maintain and improve the harbour. It is accountable to its stakeholders – users of the port, its employees, the local community and all those individuals, organisations and groups having an interest in the operation of the port – for
the performance of that duty.
Notwithstanding its unusual constitution, DHB operates the
port as a commercial business. Last year it generated
revenue of £69m and an operating profit of £11m, returning
to previous performance after the exceptional conditions of
2020 suppressed its results to £61m and £4m respectively.
Cross-channel ferry services, for which the Port of Dover is
best known and which contribute over 80% of its revenue,
are operated from the Eastern Docks. DHB works to a
long-term asset plan to ensure that this infrastructure is
fully maintained and fit-for-purpose, managing a
substantial programme of capital investment accordingly.
Building back better and delivering that asset plan with
reduced revenues in the aftermath of the pandemic is a key
challenge for DHB, as well as reconfiguring the ferry
terminal to accommodate the new border controls on
vehicles, goods and passengers now that the UK is no
longer part of the EU.
Key characteristics of the Port of Dover:
- UK’s primary gateway to its largest trading partner
- More lorries enter and leave the UK through Dover than through all other UK ports combined, carrying 17% of the country’s trade in goods
- Up to 60 ferry sailings per day, provided by a fleet of 12 ferries
- Up to 10,000 trucks per day – 160km of freight that would stretch from Dover to Stansted airport if lined up nose to tail
- Significant competition to the ferry operation from the Channel Tunnel
- Two cruise terminals, two cargo berths, and a new marina
- Supporting 22,000 jobs, many of which are in the local community
- Footprint of the port is effectively one square mile of land and sea.
More information can be found at the Dover Harbour
Board website: www.doverport.co.uk.
Appointment description
The DHB board currently consists of a strong and experienced group of six non-executive members, one of whom
is appointed as the board Chair, and two executive members. Of the current six Non-Executive Directors, two are
Department for Transport (DfT) Ministerial appointees; four are DHB appointees.
After six and a half years in the role, the DHB’s current Chair, Richard Everitt, will stand down from the board in December
2022, in line with the terms of his appointment. DHB is seeking an independent Non-Executive Chair with strong business and
leadership skills capable of building and leading an effective and cohesive board that supports and challenges the executive
team, provides leadership and direction in relation to the safety of operations, oversees the development and execution of
the organisation’s strategy and is visibly accountable to stakeholders for its statutory role as a trust port. This is an opportunity
to lead the board of a unique organisation that is vital to UK trade.
Key responsibilities and accountabilities
Chairing the board
The Chair is pivotal in creating the conditions for the effectiveness of the board overall and its individual members, both inside and outside the boardroom, providing strong stewardship of the Port of Dover as a trust port and clear strategic direction for the Port to
promote its commercial success. They set the agenda, style and tone of board discussions to promote open debate and effective decision-making and ensuring that Board members solely act in the best interests of the Port of Dover. They provide support and guidance to individual non-executive board members, fostering an inclusive environment.
The Chair will be responsible for ensuring the board provides the right degree of constructive challenge to the management team so as to ensure the organisation’s continued strength and success. They will lead the board in its performance of statutory duties and its exercise of statutory powers, providing the direction necessary to ensure that the board has a clear understanding of its statutory role and responsibilities. The Chair will also be responsible for ensuring that vacancies arising on the board are filled appropriately.
Working in partnership with the Chief Executive
The Chair must establish a positive, supportive and collaborative relationship with the Chief Executive, developing and counselling him and acting as a trusted sounding board. Together they will set the board agenda and through the Company Secretary to ensure that the
Board has access to all the information and advice it requires. They will hold the Chief Executive to account for
the effective management and delivery of the Port’s
strategic aims and objectives, including the development
of a high-performing management team.
Strategy
The Chair leads the board in supporting the executive to
develop and execute the strategy for DHB, providing
guidance, support and challenge throughout the process.
Business performance
T
he Chair leads the board in overseeing delivery of the
required business performance and in ensuring that
actions and plans are aligned with a coherent long-term
strategy. They will ensure that the board contributes fully
to agreeing the strategic direction and will make certain
that the board has sufficient and appropriate information
to monitor performance effectively. They will also ensure
that strong levels of strategic direction, customer focus,
commercial performance and technical excellence are
developed and sustained.
Governance
DHB seeks to apply all appropriate corporate governance
best practices, including best practice for trust ports as set
out in Department for Transport guidance. It seeks to
match the governance standards of a FTSE 250 company.
It is important that the organisation’s internal controls,
audit, The Chair presides over the board’s governance and its
supporting processes, including the Port’s whistleblowing
procedures and monitors the performance of the board,
collectively and individually.
Through chairmanship of the Nomination Committee, the
Chair should ensure that the board and board committees
are properly structured and supported and that the Port is
robustly and rigorously governed.
The Chair will build a spirit of common purpose within the
Board, building trust and ensuring constructive relations
between its executive and non-executive members and
maintaining regular dialogue with other non-executives,
enabling confidential reporting by non-executives of
concerns about any aspect of the port’s business.
Ambassadorial role
It will be part of the Chair’s role, in consultation with the
Chief Executive, to represent the DHB with key
stakeholders, including customers, government bodies,
local communities and a wide range of interested
organisations. Given the breadth and range of the
stakeholder base, the Chair needs to be seen as politically
impartial, with high levels of personal integrity, and must
be able to work constructively across political boundaries.
They must co-ordinate accountability to the board’s
stakeholders, acting as ambassador to its statutory
advisory bodies, and ensuring their views are
communicated to the board. risk management and health and safety policies and
procedures are highly effective and transparent.
Organisation description
The Port of Dover is the UK’s primary gateway to Europe, its largest trading partner. More lorries enter and leave the country through Dover than through all other UK ports combined. The significance of the port and the vital importance of the supply chain that runs through it has never been more obvious than during the COVID-19 pandemic, when the ferry terminal in the Eastern Docks stayed open every day and the flow of lorries kept supermarkets and pharmacies replenished across the UK.
Arguably it is also the most iconic port in the UK and, in normal times, is where millions of visitors set foot in the UK for the first time and where even larger numbers of Britons know they are home safe from their overseas travels as they disembark beneath its white cliffs. A new cargo terminal opened at the port at the end of 2019, in the first stage of an ongoing redevelopment of the historic Western Docks, and now handles a range of commodities from fresh fruit to steel. A new 250-berth marina is due to open in 2022.
Alongside its national importance, the port also operates as a highly successful commercial enterprise locally, supporting around 22,000 local jobs. It has, through development of its operations and continual investment, been able to future proof its existing facilities and plan for future demand.
The Port of Dover is a Trust Port, controlled by the Dover Harbour Board (DHB). Trust Ports are autonomous bodies created by Acts of Parliament and are controlled by an independent board. Originally established by Royal Charter in 1606, DHB is now a statutory corporation with a legal duty to administer, maintain and improve the harbour. It is accountable to its stakeholders – users of the port, its employees, the local community and all those individuals, organisations and groups having an interest in the operation of the port – for the performance of that duty.
Notwithstanding its unusual constitution, DHB operates the port as a commercial business. Last year it generated revenue of £69m and an operating profit of £11m, returning to previous performance after the exceptional conditions of 2020 suppressed its results to £61m and £4m respectively.
Board composition
The DHB board currently consists of a strong and experienced group of six non-executive members, one of whom is appointed as the board Chair and one Executive Member (the Chief Executive). Of the current six Non-Executive Directors, two are Department for Transport (DfT) Ministerial appointees; four are DHB appointees.
Person specification
Essential criteria
Dover Harbour Board seeks a Chair who will bring demonstrable leadership, rigour and independence to the role. They
should have a strong track record at senior levels in industrial, commercial or financial management in organisations of
comparable complexity, profile and prominence to Dover Harbour Board. Those organisations should be of good standing
and espouse the principles of good corporate governance.
Specific experience in one or more of the following sectors is essential:
- The ports industry
- Shipping or other forms of transport
- Navigation or marine operations
- Safety and environmental management affecting harbours.
- Candidates should also have experience of chairing other boards effectively, or experience that demonstrates the skills necessary to do so.
Personal Attributes and Competencies
It is essential that candidates are able to demonstrate the following qualities:
- Personal integrity and commitment
- Integrity in all personal and business dealings
- Capable of swiftly engendering trust among board colleagues
- Understanding of the Trust Port model of port ownership Non-Executive Chair | Dover Harbour Board
- Enthusiasm for the role of Dover Harbour Board as custodian of a strategic part of UK national infrastructure and as a historic institution of national significance. Non-executive leadership
- Good understanding of boardroom dynamics and a good facilitator of board meetings
- Ability to distinguish between executive and non-executive responsibilities
- Expertise in defining strategic objectives for delivery by the Executive team
- Ability to focus on strategic outcomes and achievements
- Intuitive understanding of when to support and when to challenge the Executive team.
Strategic vision
- Objectivity in defining the best interests of Dover Harbour Board
- Ability to identify the strengths and weaknesses of the Port and how decisions will impact on it
- Aptitude for appraising opportunities and threats facing the Port, and for distinguishing strategic from tactical
- Capability to articulate the strategic options for the Board, and to establish timeframes for decisions
- Clear-sightedness to set and develop the strategic direction for the Port
- Consistency and agility in pursuing a strategic vision, once set. Governance
- Deftness around the constitution of Dover Harbour Board, and an appreciation of the how the duties of the Board differ from those of companies incorporated under the Companies Act
- Aptitude for managing the dynamic of a statutory body operating in a commercial environment
- Commitment to the Nolan principles of Independence, Accountability, Openness, Selflessness, Integrity, Objectivity, Honesty, Leadership
- Commitment to contemporary best practice in corporate governance
- Understanding of the difference between governance and management issues, and ability to preside judiciously over the interface between the two – for example in the context of the Port’s whistleblowing procedure. Communication and board room style
- Approachable, collegiate and inclusive with excellent communications and people skills ?
- Able to command respect within the Board and beyond
- Possess good listening skills and encourage board colleagues to speak first in debates and discussions
- Skilled at influencing others and building consensus
- Ability to take an overview of board discussion and to summarise with an intelligent commentary, including giving personal views
- Readiness to give clear and firm directions in relation to any conflicts of interest. Intellectual and decision-making
- Ability to develop rational and logical positions with the ability to listen, process, understand and contribute articulately to debate
- Astuteness in recognising and relating to the motivations of others on the Board and throughout the stakeholder community
- Decisive and determined but equally ready to take advice and consider views which may be contrary
- Aptitude for articulating decisions clearly
- Consistency in upholding and promoting decisions that have been taken
Application and selection process
Public appointments are made on merit following a fair and open competition process which is conducted in accordance with the Governance Code for Public Appointments. We will deal with your application as quickly as possible and will keep you informed at key stages. We aim to conclude the appointment process within three months of the deadline for applications – this is in accordance with the Governance Code.
The assessment process
Ministers are responsible and accountable to Parliament for the public appointments made within their department. As a result, they must be consulted at every stage of the appointments process.
An Advisory Assessment Panel (“Panel”) is appointed by Ministers to assist them in their decision making. The role of the Panel is to decide, objectively, which candidates meet the eligibility criteria for the role.
At the shortlisting meeting the Panel will assess applications against the eligibility criteria and decide which candidates should be recommended for interview. Ministers will then be consulted on the Panel’s recommended shortlist.
Once the shortlist has been agreed by Ministers, you will be advised (by e-mail) whether you have been shortlisted. Those shortlisted will be invited to an interview.
The Panel will meet again to interview candidates and determine who is appointable to the role. The names of all appointable candidates are provided to Ministers. It is then for Ministers to determine merit and decide who should be appointed. In some circumstances, Ministers may choose not to appoint any candidates and re-run the competition.
The Panel’s recommendations will be provided to Ministers in a report which details the assessment method used and the outcome of each interview. They will then be asked to agree on the candidate(s) who should be appointed.
Once the decision on the appointment has been made, interviewed candidates will be advised of the outcome of their application. Successful candidates will be issued with their Terms & Conditions and a letter of appointment should they agree to take up the position.
The selection panel:
Richard Everitt (DHB Chair)
Denise Everitt (DHB Director)
John Connell (DfT)
Jacquie Findlay (Independent Panel Member)
Advisory Assessment Panels (AAP) are chosen by ministers to assist them in their decision-making. These include a departmental official and an independent member. For competitions recruiting non-executive members of a board (apart from the Chair), the panel will usually include a representative from the public body concerned.
AAP’s perform a number of functions, including agreeing an assessment strategy with ministers, undertaking sifting, carrying out interviews in line with the advertised criteria and deciding objectively who meets the published selection criteria for the role before recommending to ministers which candidates they find appointable. It is then for the minister to decide who to appoint to the role.
In general, you should have the right to work in the UK to be eligible to apply for a public appointment.
There are a small number of specialist roles that are not open to non-British citizens. Any nationality requirements will be specified in the vacancy details.
The Government expects all holders of public office to work to the highest personal and professional standards.
You cannot be considered for a public appointment if:
you are disqualified from acting as a company director (under the Company Directors Disqualification Act 1986);
have an unspent conviction on your criminal record;
your estate has been sequestrated in Scotland or you enter into a debt arrangement programme under Part 1 of the Debt Arrangement and Attachment (Scotland) Act 2002 (asp 17) as the debtor or have, under Scots law, granted a trust deed for creditors.
When you apply, you should declare if:
you are, or have been, bankrupt or you have made an arrangement with a creditor at any point, including the dates of this.
you are subject to a current police investigation.
You must inform the sponsor department if, during the application process, your circumstances change in respect of any of the above points.
When you apply you should also declare any relevant interests, highlighting any that you think may call into question your ability to properly discharge the responsibilities of the role you are applying for. You should also declare any other matters which may mean you may not be able to meet the requirements of the Code of Conduct of Board Members (see Outside interests and reputational issues section below)Additional information for candidates
We encourage applications from talented individuals from all backgrounds and across the whole of the United Kingdom. Boards of public bodies are most effective when they reflect the diversity of views of the society they serve and this is an important part of the Government’s levelling up agenda.
We collect data about applicants’ characteristics and backgrounds, including information about people’s educational and professional backgrounds, so that we can make sure we are attracting a broad range of people to these roles and that our selection processes are fair for everyone. Without this information, it makes it difficult to see if our outreach is working, if the application process is having an unfair impact on certain groups and whether changes are making a positive difference.
When you submit your application, your responses are collected by the Cabinet Office and the government department(s) managing your application. The data is used to produce management information about the diversity of applicants. You can select “prefer not to say” to any question you do not wish to answer. The information you provide will not be seen by the Advisory Assessment Panel who review applications against the advertised criteria and conduct interviews.
We are a member of the Government’s Disability Confident scheme. We use the Disability Confident scheme symbol, along with other like-minded employers, to show our commitment to good practice in employing people with a disability. The scheme helps recruit and retain disabled people.
As part of implementing the scheme, we guarantee an interview for anyone with a disability whose application meets the minimum criteria for the role and who has asked that their application is considered under the scheme. Indicating that you wish your application to be considered under the scheme will in no way prejudice your application. By ‘minimum criteria,’ we mean that you must provide evidence which demonstrates that you meet the level of competence required under each of the essential criteria, as set out in the job-advert.
When you apply you will have the opportunity to select if you would like your application considered under this scheme.
Government departments are committed to making reasonable adjustments to make sure applicants with disabilities, physical or mental health conditions, or other needs are not substantially disadvantaged when applying for public appointments. This can include changing the recruitment process to enable people who wish to apply to do so.
Some examples of common changes are:
- ensuring that application forms are available in different or accessible formats;
- making adaptations to interview locations;
- allowing candidates to present their skills and experience in a different way;
- giving detailed information on the selection / interview process in advance to allow candidates time to prepare themselves;
- allowing support workers, for example sign language interpreters;
- making provision for support animals to attend.
When you apply you will have the opportunity to request reasonable adjustments to the application process.
Holders of public office are expected to adhere to and uphold the Seven Principles of Public Life https://www.gov.uk/government/publications/the-7-principles-of-public-life/the-7-principles-of-public-life--2. These are:
- SELFLESSNESS - Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family or their friends;
- INTEGRITY - Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties;
- OBJECTIVITY - In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit;
- ACCOUNTABILITY - Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office;
- OPENNESS - Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands;
- HONESTY - Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest;
- LEADERSHIP - Holders of public office should promote and support these principles by leadership and example.
The Government expects all holders of public office to work to the highest personal and professional standards. In support of this, all non-executive board members of UK public bodies must abide by the principles set out in the Code of Conduct for Board Members of Public Bodies. The Code sets out the standards expected from those who serve on the boards of UK public bodies and will form part of your terms and conditions of appointment.
Holders of public office are expected to adhere and uphold the Seven Principles of Public Life and the Code of Conduct for Board Members of Public Bodies. Before you apply you should consider carefully:
- any outside interests that you may have, such as shares you may hold in a company providing services to government;
- any possible reputational issues arising from your past actions or or public statements that you have made;
- and/or - any political roles you hold or political campaigns you have supported;
You will need to answer relevant questions in relation to these points when making an application. Many conflicts of interest can be satisfactorily resolved and declaring a potential conflict does not prevent you from being interviewed. If you are shortlisted for an interview, the panel will discuss any potential conflicts with you during that interview, including any proposals you may have to mitigate them and record that in their advice to ministers. Alongside your own declaration, we will conduct appropriate checks, as part of which we will consider anything in the public domain related to your conduct or professional capacity. This may include searches of previous public statements and social media, blogs or any other publicly available information. The successful candidate(s) may be required to give up any conflicting interests and their other business and financial interests may be published in line with organisational policies.
Details of declared political activity will be published when the appointment is announced, as required by the Governance Code (political activity is not a bar to appointment, but must be declared).
You will not become a member of the Civil Service. You will not be subject to the provisions of employment law.
Appointments are for the term set out in this advert, with the possibility of re-appointment for a further term, at the discretion of Ministers. Any re-appointment is subject to satisfactory annual appraisals of performance during the first term in the post. If re-appointed, the total time served in post will not exceed more than two terms or serve in any one post for more than ten years
Remuneration for this role is treated as employment income and will be subject to tax and National Insurance contributions, both of which will be deducted at source under PAYE before you are paid.
You can claim reimbursement for reasonable travel and subsistence costs necessarily incurred on official business however these payments are taxable as earnings and will be subject to tax and national insurance, both of which will be deducted at source under PAYE before you are paid.
This is an office holder appointment and does not attract any benefits under any Civil Service Pension Scheme. You will not be eligible for redundancy pay as you are not an employee. No other arrangements have been made for compensation upon termination because an office holder who is appointed for a limited duration would have no expectation of serving beyond that period.
We will notify you of the status of your application. We regret that due to the volume of applications received, we are only able to offer feedback to candidates who have been unsuccessful at the interview stage.
We aim to process all applications as quickly as possible and to treat all applicants with courtesy.
Please contact the DFT public appointments team in the first instance if you would like to make a complaint regarding your application at DfTPublicAppointments@dft.gov.uk. They will acknowledge your complaint upon receipt and respond within 15 working days.
The Cabinet Office will use your data in line with our privacy policy.
The Department for Transport (DfT) is the joint controller, with the Cabinet Office and The Office of the Commissioner for Public Appointments (OCPA), for any personal data which you provide to us in this form.
Information provided as part of this application will be kept securely within DfT and destroyed within 5 years of the conclusion of the recruitment campaign.
DfT uses this form to gather evidence on DfT’s public appointments.
The lawful basis that applies to this processing is that it is necessary for the performance of a task carried out in the public interest to inform DfT’s recruitment policies in accordance with the Department’s public sector equality duties. For processing special category personal data (disability, religion, sexual orientation and ethnicity), we rely on Article 9(2)(g), reasons of substantial public interest (equality of opportunity and treatment).
To discuss any aspect of the appointment, please contact:
Paul Butterworth, Partner on +44 (0)207 529 6367