The Board of the Coal Authority:
Formulates the long-term vision:
- Pro-actively identifies strategic issues which may impact on the Authority’s operations in the foreseeable future;
- Considers the reports or recommendations of ad hoc major reviews affecting the Authority; and
- Engages in free ranging, non-decision making discussion on any issue affecting the Authority.
Sets and communicates strategic intent and direction:
- Agrees long-term strategic plans for submission to and approval by Ministers (including but not limited to business strategies, funding, status, organisation, financial and service objectives);
- Regularly reviews strategic plans to ensure they remain in line with overall government direction;
- Ensures the Authority’s strategic intent and direction is clearly communicated to its entire staff; and
- On an annual basis, agrees the clear and measurable corporate objectives that translate the strategic plans into operational targets for the year.
Makes major strategic decisions that cannot be delegated:
- Decides on major or sensitive investments that have a long-term or far-reaching impact on the strategy of the Coal Authority (for example, major capital and technology investments, new market development that requires major financial investment; major HR policies and programmes); and
- Decides on issues of high political or public sensitivity.
Monitors and challenges corporate business performance:
- Receives regular reviews of progress against the corporate objectives, and of key financial and performance data;
- Agrees targets for submission to Minister and monitors performance against these;
- Identifies major risks to and opportunities for the business and develops plans to manage them;
- Ensures that arrangements for succession planning at Board level are adequate; and
- Initiates independent reviews as appropriate
Monitors and challenges its own performance as a Board:
- Has clear objectives and development plans for both the Board and its individual members, and appraises performance against these annually;
- Acts as a role model for the Authority’s values and behaviours:
- Conducts its proceedings in an efficient and effective manner, supporting constructive challenge and surfacing and dealing with difficult issues;
- Communicates decisions clearly and promptly throughout the Authority; and
- Initiates an independent review of its performance on a biennial basis.
Promotes a good relationship with stakeholders:
- Ensures that a stakeholder management plan is in place;
- Ensures that Non-Executive Directors have the opportunity to meet the senior staff from DECC and other appropriate government departments as required; and
- Regularly reviews the effectiveness of relationships with key stakeholders including Ministers, partners and customers.
Through its Audit and Risk Committee, ensures that the business is effectively controlled.
Through its HR and Remuneration Committee, sets the HR and remuneration policies for the Coal Authority.
Board Objectives:
The Board will be accountable for the delivery of the corporate objectives and will:
- Monitor progress quarterly against corporate milestones and initiate corrective actions where necessary
- Sponsor a culture of team working to expedite dependencies in objective delivery
- Actively support the organisation-wide, effective embedding of PMS including objective setting, mid and year end reviews, and the allocation of performance bonuses
- Ensure proper allocation of the budget between objectives The Board will work to ensure the best outcome from the spending review by:
- Providing DECC with key analysis which underpins the Authority’s long term strategies
- Evaluating options which might demonstrate further efficiencies of governance, administration and operation
- Influencing DECC and other major stakeholders through an agreed programme of stakeholder management activities
- In the event of spending review restructuring, consider all available options, and communicate openly and honestly with people. The Board will drive overall progress of the Inferis and change programme by:
- Playing an active role in overall risk management for the programme
- Driving the business engagement and benefits delivery from the programme
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