The role

What we're looking for

We are seeking to build our Board with the appointment of an exceptional Non-Executive Director (NED) to Chair the Remuneration Committee as well as providing strength and succession through the appointment of a further two or three, non-executive directors over the course of 2025. The positions will have a common set of responsibilities whilst also bringing expertise in a specialist area.

Overview of Board Structure and Oversight Responsibility:

Collective Board responsibilities are generally carried out over two-day meetings which are held on a quarterly basis:

Day 1 – Governance session (attended by the HVM Catapult Company Directors – currently a Non-Executive Chair, seven other Non-Executive Directors, the Chief Executive Officer and Chief Finance & Operations Officer. A remit to oversee HVM Catapult’s company governance responsibilities.
Day 2 – National Strategic Priorities meeting attended by Company Directors (as above) and CEOs of the national centres. This meeting aims to focus on the topics that form part of HVM Catapult’s objective to ‘drive industrial transformation on national strategic priorities’. It provides an opportunity for the HVM Catapult Board to review, challenge, advise and guide the network leaders on collaborative strategic direction and prioritisation with a focus on transformational impact.

Quarterly Board meetings are held at different locations across the UK to enable cross-network knowledge-sharing and collaboration, a mixture of HVM Catapult centre facilities and key partner sites.

The Board is supported by three committees:

Remuneration Committee – meets at least twice-yearly to review remuneration policy and process for Directors and senior employees.
Audit & Risk Committee – meets on a quarterly basis to oversee financial reporting, internal controls, risk management, external audit and compliance.
Nominations Committee – meets at least twice-yearly oversees Board effectiveness, appointments and succession planning

Role Profile

Key responsibilities:

Contribute as active and supportive members of the Board, direct the strategic development through decisive leadership, clear plans and targets;
Bring an external, independent perspective, and advise the Board and executive accordingly;
Scrutinise and monitor the performance of HVM Catapult, ensuring that it delivers in line with its strategy and targets;
Challenge and support the CEO, CFOO and executive leadership team in their decision making;
Advise on risk management, internal control frameworks and systems which support the integrity and quality of management information;
Assist in developing key relationships and communicating with industry, government, academia, sector bodies and other key stakeholders;
Work with the fellow NEDs to provide governance and strategic oversight;
Work with the Chair and fellow NEDs to ensure that HVM Catapult is meeting the core objectives of the Strategic Plan and that these objectives are in line with its purpose and strategy priorities;
Develop effective relationships with government, other similar organisations, charities, relevant public and private sector organisations, academic bodies, the media, and other key external stakeholders in the UK and internationally to maximise engagement;
Act as an enabler and promotor of innovation and technology;
Maintain an awareness of local and national policy and how it impacts HVM Catapult;
Act as an ambassador for HVM Catapult, championing its interests locally, nationally and internationally, representing the organisation effectively to external stakeholders; and
Maintain absolute integrity, independence and professionalism in view of the exposure to delicate and confidential issues at Board level.

Membership of Board sub-committees

We will ask the new Board member to Chair the Remuneration Committee.

The Remuneration Committee: Responsible for all elements of the remuneration of the HQ team and the Chair of the HVM Catapult, including pension rights and compensation payments. Meets twice a year.

Committee Requirements

Remuneration Committee

Comprised of CEO, Chair and at least two Non-Exec Directors (one can be the Chair) For meeting to be quorate, majority must be Non-Exec Directors

Terms of Appointment

Duration of appointment

First appointment for 3 years, renewable for a second and third term, up to a maximum of 9 years.

Estimated time commitment

Non-executive directors are required to commit to four Board meetings over 2 days a year plus strategic meetings equating to an average of 10 days per annum in total. The meeting venues rotate between the HVM Catapult centres and there is a dinner the evening before the meeting.

Membership of a sub-committee, as outlined above, which involves two or three meetings a year of two hours each plus preparation time.

Remuneration

£15,000 per annum, payable quarterly

Travel and subsistence expenses for Board work will be covered.

Person Specification

Professional experience

We are particularly looking for those who have experience in one or more of the following:

Overseeing a small, rapidly growing, and dynamic manufacturing business where technology innovation is crucial.
Top management position in a high-profile sector-related industry, such as; automotive, chemicals, technology, defence, energy and food & drink.
Government or political background with manufacturing innovation focus / experience and a keen grasp of the levelling-up agenda.
Experience of Committee responsibilities at Board level.
Experience or capability to lead as Chair of Committee.
Representing the manufacturing industry and/or government in Scotland, Wales and/or Northern Ireland.
A strong focus on the future skills agenda and Equity, Diversity and Inclusion.

Skills and qualities

Deep understanding of, and extensive track record with passion for all things manufacturing, engineering, technology and innovation.
A current and active personal network which they can actively engage with to drive the manufacturing innovation agenda.
Prior non-executive directorship experience and/or plc board experience.
Proven understanding and experience of strategic planning within an innovative organisation.
Track record of engaging in successful partnerships, building productive working relationships with a variety of industry partners, government, universities, public agencies and regulatory bodies.
Ability to understand fully the strategic role of the Board and its accountabilities.
The ability to navigate relationships and quickly grasp the environment and dynamics.
Strong communication and influencing skills, the ability to listen effectively and challenge constructively, supporting collective decisions and balancing challenge with assurance and support.
High credibility with strong interpersonal skills and the ability to work with a wide range of individuals, building productive, collaborative relationships.
An enquiring mind, able to grasp relevant issues and develop creative solutions.
A demonstrable commitment to developing robust and efficient governance mechanisms.
Evidence of significant personal achievements in driving and delivering change and improvements in a fast-moving, innovative environment, ideally involving technology application.
The intellectual rigour to understand complex issues and risk quickly.
Undisputed personal integrity and a personal style that demonstrates authority, commitment, passion and consistency.
Experience in an area to complement that of existing Board members.
Strong commitment to equity, diversity and inclusion.