non-executive director recruitment pack gloucestershire ... · role of non-executive directors...

November 2017

Non-Executive Director

Recruitment pack

Gloucestershire Airport Ltd

of 14

Contents

Welcome and introduction ................................................................................................................................ 3

Background ........................................................................................................................................................ 4

Strategic Objectives ........................................................................................................................................... 5

Gloucestershire Airport Limited ........................................................................................................................ 5

Business Plan ..................................................................................................................................................... 6

Responsibilities of the Board ............................................................................................................................. 8

Role of Non-Executive Directors........................................................................................................................ 8

Role Description ................................................................................................................................................ 9

Skills and Experience ....................................................................................................................................... 10

Additional Duties for the Role of the Chair ..................................................................................................... 11

Commitment and Remuneration .................................................................................................................... 13

Timescales and how to apply .......................................................................................................................... 13

of 14

Welcome and introduction

Thank you for your interest in joining the Board of Gloucestershire Airport Limited

(GAL) as a Non-Executive Director. We hope that our recruitment pack will inspire you

to apply and become involved in our organisation.

This is an outstanding opportunity for a highly talented and strategically-minded

individual to shape, champion and drive the future of GAL.

The pack provides further details on GAL, its background and strategic objectives

and sets out exactly what we are looking for from our Non-Executive Directors and

Chair.

Previous Board and/or senior management experience is essential along with

specific expertise in financial control, property management or law.

If you are excited about the prospect of joining the Board of Gloucestershire Airport

Limited and believe you have the high-level skills, experience, energy and

commitment to excel in this role, then we would be delighted to hear from you.

Many thanks once again for your interest.

Councillor Steve Jordan Councillor David Norman

Council Leader, Cabinet Member for Performance

Cheltenham Borough Council Gloucester City Council

of 14

Background

Gloucestershire Airport Limited is jointly owned by Cheltenham Borough Council and Gloucester

City Council (with a 50% shareholding held by each local authority) and operated as an arm’s

length company. The Airport is located within the boundary of Tewkesbury Borough Council,

which is the local planning authority.

In the summer of 2014, the Shareholders accepted the recommendations of a report by York

Aviation which proposed a number of improvements to the governance and management of the

Airport, including changes to the existing Shareholder’s Agreement. These recommendations

were designed to ensure that governance of the Airport adhered to best practice relevant to both

the airport sector and other local authority run commercial entities. The key principles of good

governance were set out as being:

Clarity of objectives

A clear strategy, agreed by the Shareholders

An appropriate Shareholder Forum for coordinating views, which meets up to 4 times a

year

A Business Plan and Budget prepared and presented by the Board for Shareholder approval

Clear strategic targets set for the Company, with clarity of roles and responsibilities for the

Board, which in turn sets clear roles, responsibilities and targets for Management, against

which performance can be monitored

Clear delegation of authority to the Airport Board then to Management to act within limits

defined by the Business Plan and Budget

The specific proposals included a reconstituted Board, comprising of nine members, of which

three will be the Executive Directors, one Non-Executive Director nominated by each of the

shareholding councils and four independent specialist Non-Executive Directors chosen for their

relevant experience related to airport operations and management, financial control, property

management and law in order to help improve the commercial and financial performance of the

Airport.

of 14

Strategic Objectives

The Councils have jointly agreed the objectives for the GAL as being to:

“Manage the operation and development of the Airport in a manner aimed at delivering

environmentally sustainable and profitable growth, supporting the sub-regional economy and

delivering a dividend to Shareholders.”

These core objectives are accompanied by a Vision for the Airport:

“To be a Super General Aviation Airport”

This implies a continuation of the broad strategic direction which has resulted in the operational

success of the Airport to date in terms of the quality of its offer.

A key element is the diversity of the activities operating at the Airport and the achieved status of

being the busiest and best General Aviation Airport in the UK. Implicit in this vision are:

Maintaining the highest levels of safety

Delivering profitability for the shareholders

Retaining the status as the busiest and best General Aviation Airport in the UK

Gloucestershire Airport Limited

The Airport is the busiest airport for general aviation in the UK and in 2016 the Airport handled

over 85,000 aircraft movements, of which just over 1,300 were operating corporate or charter

services. Of the remaining aircraft movements, the majority were aero club movements, private

flights and test and training flights, particularly for helicopters.

The Airport has three paved runways and a short grass strip. The main runway has a length of

1,431 metres and has an instrument landing system (ILS) installed in the main landing direction.

The Airport completed a Runway Safety Project to ensure that its facilities continue to meet the

latest Civil Aviation Authority safety requirements. This also provides a platform for the Airport to

secure further growth in corporate traffic. There is a passenger terminal which provides capacity

for handling commercial scheduled and charter flights and also provides facilities for visiting

business aviation aircraft. The terminal complies with the Department for Transport security

requirements relevant to the size of aircraft using the Airport.

of 14

The Airport also has a substantial property portfolio, with the main development adjacent to the

access road off Bamfurlong Lane known as the South East Camp. As well as aviation related

hangars and other operational buildings, the Airport also owns and manages the Meteor Business

Park to the north of the main runway. Income from the Meteor Business Park provides an

essential cross-subsidy to the Airport’s operation.

Business Plan

The aim of the Business Plan is to lay down a trajectory to the achievement of long term

sustainable profits, with the aim of returning a dividend to the Shareholders and to meet their

broader objectives. In particular, the Business Plan sets out the long term needs of the business

with respect to capital investment, including a future resurfacing of the main runway and other

necessary operational upgrades, and a number of commercial investment opportunities. This

specifically is intended to provide the Shareholders with advance notice of the implications of such

capital expenditure, both in terms of the potential return from investment and also to allow

funding options to be considered where required over time. Currently, the capital investment

envisaged over the next 10 years amounts to £6 million but other commercial opportunities may

be pursued where there is a business case and where funds are available, including potentially

through commercial borrowings.

In particular, the Business Plan seeks to ensure that the Airport can exploit the full potential for

development of the property assets on the Airport site in a manner which does not impinge on the

core operational requirements of the airfield. This comprises both aviation and non-aviation

related developments on the north side of the airfield and exploitation of the remaining available

land in and around the existing South East Camp area and airport access road. It is intended that

these opportunities will be realised both directly by the Airport, subject to finance permitting, and

through enabling works to allow development by others. The intention is to secure both an

ongoing additional source of rental income and an increase in the number of aircraft based at the

Airport so delivering an uplift in landing fee income and fuel sales.

of 14

Key elements of the Business Plan comprise:

Continued control on operating costs, subject to the identified need to strengthen the

Airport’s Management Team to provide a stronger commercial focus and a strengthened

Board

Attracting more based aircraft, which will in turn require investment to support the

provision of additional hangarage

Investment in improvements to landing aids (GPS, Radar etc.), pilot controlled lighting and

in the resurfacing of the runway in the medium term

Realising the potential of the property assets through release of more land for the

development of ancillary supporting activities, subject to planning.

Opportunities include:

o development on the northern airfield, including extensions to the Meteor Business

Park and development adjacent to the Bamfurlong Industrial Estate

o seeking redevelopment and reconfiguration of some already occupied sites to

maximise their income potential and contribution to the business overall

o exploring other commercial opportunities on land to the east of the Airport access

road to provide supporting facilities

Establishing a Fixed Base Operator (FBO) service to attract additional business aviation

aircraft by developing the internal handling capabilities and upgrading an area of the

terminal for pilots and Business Aviation customers, as well as potentially the advantage of

wider exposure within a global market

Seeking a new scheduled service route and developing other niche opportunities such as

seasonal leisure flights to Europe as well as the return of flights from Ireland to support the

Cheltenham Festival

of 14

Responsibilities of the Board

The Board of Directors are ultimately responsible to the Shareholders for the performance of the

Airport. In this regard, the Shareholder’s interests are represented by a Shareholder Forum, which

meets at least twice a year (and up to 4 times a year) to approve the Strategy, Business Plan and

Budget for the Airport and to monitor progress in the achievement of defined strategic targets for

the Airport.

The Board of the Airport will be responsible for ensuring that such Strategies, Business Plans and

Budgets are prepared for approval by the Shareholders and for monitoring the performance of

Management against these targets. The Board will be responsible for the appointment of the

Managing Director and any other Executive Directors (within a structure agreed by the

Shareholder Forum). It will be an important part of the role of Board Members to ensure strong

communication links with the Shareholders on a formal (usually through the Forum) and informal

basis. The Board normally meets on the last Friday of every month.

Role of Non-Executive Directors

Non-Executive Directors are chosen because they have a breadth of experience and have

particular personal qualities to bring to an organisation. They may also provide specialist

knowledge which will help provide the organisation with valuable insights. Of the utmost

importance is their independence in the management of the organisation. This means they can

bring a degree of objectivity to the Board’s deliberations.

It is important to acknowledge that a Non-Executive Director cannot subordinate the interests of

the Company to those of the Shareholder Councils.

The Key Responsibilities of the Non-Executive Directors are as follows:

Strategic Direction – to provide a creative and informed contribution to strategy formation, giving

a wider view of external factors affecting the Company and its business environment, and act as a

constructive critic in looking at the objectives and plans devised by the Executive Management

Team.

of 14

Monitoring Performance – to monitor the performance of Executive Management Team in terms

of the progress made towards achieving the approved Company Business Plan and delivery of the

services to the Shareholders.

Communication – to maintain good communications with the Shareholders and to help connect

the business and Board with the broader stakeholder community, including people and

organisations which can assist the Company in achieving its objectives.

Risk – to ensure that financial controls and systems of risk management are robust and defensible.

Audit - to ensure that the Airport accounts properly to its Shareholders by presenting a true and

fair reflection of its actions and financial performance and that the necessary internal control

systems are put into place and monitored regularly and rigorously.

Role Description

The Key Accountabilities of the Non-Executive Directors are:

To take corporate, team and personal responsibility as a Board member.

To offer constructive criticism and challenge and any other contributions to the Board

discussions and decisions which he/she may constructively make to the Executive

Management Team.

To contribute positively to the development of the Strategy and rolling Business Plan for

the Airport and in relation to any other material and significant issues facing the Company

To set clear and challenging targets and KPIs aimed at improving performance and

delivering excellence, and against which the performance of the business can be measured

and monitored.

of 14

To communicate effectively with the Shareholders and ensure that their objectives are met

and provide a wider community perspective on the operating environment of the Airport

through regular communication with other stakeholders.

To ensure that the Airport is operated in a safe, legal, efficient and environmentally

sustainable manner.

To participate in appropriate training on Board duties and accountabilities and to

familiarise themselves with the Airport’s operation.

To ensure that the Airport maintains appropriate communications with the wider

community around it, including the Consultative Committee

To promote equality of opportunity and embrace diversity in the way the Airport goes

about its work.

To fulfil a time commitment of approximately 2 days per month and maintain a good

attendance record at meetings.

To ensure the effective implementation of Shareholder and Board decisions by the

Managing Director and other members of the management team.

To hold the Managing Director to account for the effective management and delivery of

the Airport’s strategic aims and objectives

Skills and Experience

Whilst Non-Executive Directors are expected to have the following skills and experience, some

training and development will be made available:

of 14

Senior Management or Board level experience.

Knowledge and understanding of the development and monitoring of organisational or

business strategy.

Understanding of the processes of planning financial control, performance management

and assurance that deliver the Airport’s objectives.

Credibility with internal and external stakeholders.

Ability to understand complex strategic issues, to analyse and to resolve difficult problems.

Ability to work as an effective member of the Board, all of whose members are equally and

jointly responsible for its decisions.

Cognisant of the need for accountability to the Shareholders and able to bring engagement

with the Shareholders and the broader stakeholder community.

Additional Duties for the Role of the Chair

The principal role of the Chair is to manage and to provide leadership to the Board of Directors of

the Company. The Chair is accountable to the Board and acts as a direct liaison between the Board

and the management of the Company, through the Managing Director. The Chair acts as the

communicator for Board decisions where appropriate.

The Chair will oversee the performance of the Board, ensuring its effectiveness in all aspects of its

role and set a Board agenda, which is primarily focused on strategy, performance, value creation

and accountability, ensuring that issues relevant to these areas are reserved for Board decision.

It is the role of the Chair to ensure that the Non-Executive Directors receive accurate, high quality

and timely information and reports to enable them to effectively monitor all aspects of the

organisation’s business.

of 14

The Chair is also to ensure the Board has effective decision-making processes, is fully apprised of

the organisations strategic direction and has the opportunity to debate and contribute to major

proposals and decisions.

The Chair will also represent the Airport at outside events and act as the public face of the Airport.

The successful Non-Executive candidate Chair will:-

Be an established and well respected professional with a track record in successful

leadership

Be highly financially literate

Be experienced in the development of budgets and business plans in complex commercial

organisations, preferably including property portfolios

Be experienced in raising finance for capital investment and in appraising investment

business cases

Be experienced in performance monitoring

Be an excellent strategic thinker, able to think expansively, creatively and independently

and navigate through complex decision-making processes to support the sustainable

development of the Airport

Be capable of chairing meetings very effectively, therefore a good listener, able to weigh

up arguments and summarise for others. They will manage Board members as a team to

meet common goals, harnessing their diverse and valuable skills and expertise for the good

of the Airport

Have exceptional communications skills, be a capable public speaker and able to manage

the media

Be politically astute, able to grasp relevant issues and understand the relationships

between the Airport and its stakeholders and potential partners

Demonstrate that they not only have the strategic, technical and (ideally sectorial)

of 14

experience and expertise to excel in this position, but also the sheer drive, passion and

commitment to make the Airport a Super General Aviation Airport

Plan and prepare the Board meetings ensuring the Board receive high quality information

regarding the company’s affairs which is appropriate, clear, comprehensive, up to date and

timely.

Act as a liaison between the management and the Board and ensure the Board adheres to

the principles of good governance and accountability.

Provide independent advice and counsel to the Managing Director

Ensure the Directors are properly informed and that sufficient information is provided to

enable the Directors to form appropriate judgments

Act as Chair at all Board meetings

Represent the Board at Shareholder meetings

Commitment and Remuneration

It is envisaged that the time commitment for the Non-Executive Directors and Chair will be in the

order of 2 days per month allowing for attendance at Board Meetings and preparation. There may

be a greater initial commitment to ensure familiarity with the Airport and its operations. The Chair

will also be required to attend the Shareholder Forum.

Remuneration will be £6,000 per annum for the Chair and £4,000 per annum for the specialist

non-executive directors. It’s anticipated that appointment will be for a period of 3 years initially.

Timescales and how to apply

Closing date for applications is 5pm on Friday, 1st December 2017.

All applications will be acknowledged.

Progressing candidates will be contacted during early December to be invited for interview.

Interviews will be held at Gloucestershire Airport Limited.

of 14

The interview process will include a guided tour of the Airport and provide an opportunity to meet

with shareholder representatives, the Managing Director and members of the Board.

Please note that any expenses incurred by progressing candidates are not able to be reclaimed.

A copy of the application form can be found at

http://www.gloucestershireairport.co.uk/ContactUs/Vacancies.aspx

If you need assistance with filling out the application form then please contact HR Business

Centre team (Publica Group Ltd) who are supporting this recruitment campaign on 01242

774930.

For any general enquiries about the role, please contact Mark Sheldon, Director, Cheltenham

Borough Council on 01242 774951

http://www.gloucestershireairport.co.uk/ContactUs/Vacancies.aspx

non-executive director recruitment pack gloucestershire ... · role of non-executive directors...

Documents