Highways England Chief Executive Officer

Home , Bernadette Kelly, Department for Transport, Highways England, Office of Rail and Road

Confidential Position Specification Highways England Chief Executive Officer

January 2021

CONFIDENTIAL POSITION SPECIFICATION

Position Chief Executive Officer

Company Highways England

Location UK

Reporting Relationship Chair & Board of Highways England

Website https://highwaysengland.co.uk/

ORGANISATION BACKGROUND Highways England is tasked with the critical mandate of operating, maintaining and improving England’s 4,300 miles of motorways and major A roads, and the strategic road network (SRN) is one of the biggest and most important pieces of infrastructure in the country. Highways England is a Government-owned company which plays a significant role in the country’s economy as well as the safety and satisfaction of the population. The SRN is responsible for carrying a third of all traffic by mileage and two-thirds of heavy goods traffic and it is vital that Highways England continues to operate effectively ensuring that the network consists of sustainable and dependable roads.

In addition to operating and maintaining the strategic road network, Highways England develops and commissions major new road projects such as the Lower Thames Crossing as well as monitoring and maintaining existing infrastructure, and operationally running its traffic officer and technology systems to keep customers safe and satisfied.

The organisation is structured into seven regions: North West, North East, West Midlands, East Midlands, South West, South East and East. Each region has a control centre and manages a programme of repairs and maintenance for its part of the network. The organisation has circa 6,000 employees around the country.

Founded as an executive agency, it was converted into a Government-owned company in 2015 and the most recent Road Investment Strategy (RIS1) which ran from 2015 to 2020, represented the biggest investment in England’s roads in a generation, with funding of £15.2bn. Highways England continues to focus on investing in the future of roads to support economic growth and to deliver a safe and sustainable SRN. The next Road Investment Strategy (RIS2) has committed a further £27.4bn in capital funding for the period 2020 to 2025, with revised and ambitious delivery expectations increasing spending on operations, maintenance and major projects, against a backdrop of technological change in the sector.

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ROAD INVESTMENT STRATEGY 1 (RIS1)

RIS1 has delivered significant progress in operating, maintaining and improving the strategic road network, with a particular focus on improving safety, and today the network is one of the safest in the world. Over the past five years Highways England has built new roads, maintained and improved existing roads and critically kept customers and the country’s vital transport network moving safely. The organisation is viewed as a global leader in road building and maintenance, with world class health & safety records. The number of people killed or seriously injured on the road network has been cut by 40% during this period and RIS2 will aim at reducing this number by a further 50%. At the core of the organisation are three imperatives: safety, customer service and delivery.

The organisation has effectively managed its funding during this period delivering £1.4bn of efficiencies and providing over £2.50 of public benefit for every £1 that has been invested. The organisation has developed further a more rigorous approach to project management, reviewing benefits versus cost and effectively managing risk to deliver programmes of work to budget and on time. Customer centricity is critical to the success of Highways England and through the RIS1 period the organisation has continued to improve incident clearance and network availability combined with driving innovation to improve customer service. A key highlight was the implementation of 60mph speed limits, where deemed safe, through roadworks and this subsequently won public policy of the year award, a great achievement for Highways England.

On balance, the organisation has delivered through RIS1 and is focused on driving improved performance through RIS2. The strategic road network is now considered a key economic asset, with a well-established need for long-term investment ensuring the prosperity and wellbeing of the country.

A key highlight for the last financial year was the £1.3bn A14 Cambridge to Huntingdon scheme. The 12-mile bypass was completed a year ahead of schedule and the final part of the scheme will open to the public in May 2020, eight months early and importantly on budget. This scheme provides a strong platform with the successes and learnings for future more complex and innovative schemes such as the Lower Thames Crossing and the A303.

Highways England has also experienced challenges through RIS1 and during the last financial year. Most notable has been the public and media scrutiny towards the all lane running scheme during the DfT’s safety evidence stocktake. The stocktake was started by the last Government and continued by the present Government finding that “overall, the evidence shows that in most ways, all lane running is as safe as, or safer than, conventional motorways”. However, it also stated that some areas of individual risk and public concern should be addressed immediately.

Customer Service Highlights:

▪ Customer satisfaction has increased from 88.5% in March 2015 to 89.2% in March 2020;

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▪ Over 2,500 hours of customer journey time has been saved on average per day, in addition to over 1,000 hours saved on average in 2018 to 2019; ▪ During 2019 to 2020, average delay on the road network was 9.33 seconds per vehicle per mile, a minor improvement on last year, at 9.37 seconds; and ▪ At the end of the first road period, Highways England has achieved its highest roadworks satisfaction score since 2014 to 2015.

Delivery Highlights:

▪ Exceeded the network availability KPI, achieving 98.18% against a target of 97%; ▪ Exceeded the incident clearance target of 85%, clearing 89.07% within one hour. This was achieved against a backdrop of increasing traffic volumes, demonstrating the positive impact of new initiatives, such as intelligence-led patrolling; ▪ 95.5% of the road surface achieved good levels of condition against a target of 95% for RIS1; ▪ Mitigation of 1,174 noise important areas against an overall target of 1,150 areas. In total, Highways England reduced noise for around 50,000 people; and ▪ Since 2015, Highways England has outperformed efficiency targets. The organisation has delivered £1.4bn of efficiency savings over the first road period, against a cumulative target of £1.2bn.

ROAD INVESTMENT STRATEGY 2 (RIS2)

The £27.4bn of funding for RIS2 will allow Highways England to further improve the network for road users, communities, and the environment.

New targets include reducing the number of people killed or seriously injured on the network by 50%, against the 2005/ 2009 baseline. This is combined with an ambition to save customers over 20m hours, currently lost in traffic congestion, and to provide £27bn of benefit for road users and the economy through improving journey time, stimulating employment and supporting housing and business developments.

Over the next five years Highways England are planning to open 52 schemes for traffic, deliver £2bn of efficiencies and renew 1,100 miles of safety barriers. Central to RIS2 will be a focus on delivering an ever-stronger sustainability strategy in support of the Government’s ambition to achieve carbon neutrality by 2050 and support up to 64,000 jobs in the construction industry.

Central to RIS2 will be a continued focus on developing a network that creates a positive legacy for future generations. In this road period the organisation will work closely with the Government to reduce carbon emissions in line with the Government’s aim of carbon neutrality by 2050. Highways England will reduce emissions on the SRN but also reduce its own carbon footprint. Improving air quality through cutting carbon emissions, improving water quality, reducing noise

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pollution and improving biodiversity will also combine to develop a sustainable road network.

Supporting the Governments ambition to achieve net zero carbon emissions by 2050:

Highways England has a shared responsibility to tackle climate change and the organisation is dedicated to minimising the greenhouse gases generated from activities within its control. Highways England will take responsibility for reducing emissions from the organisation’s vehicles, rationalising equipment, and designing schemes and services to be carbon and energy efficient. Initiatives such as introducing energy-saving measures for maintenance depots, using low-energy lighting and control systems for motorways and the use of electric vehicles within the Highways England fleet will all help to tackle this challenge and contribute to the net zero carbon emissions by 2050.

Highways England have continued to strengthen relationships and partnerships with Ministers, the DfT, and the Office of Rail and Road to ensure RIS2 is ambitious but robust. The organisation, the Board and Leadership are confident that the organisation can meet the ambitious targets set out by RIS2, keeping safety, customer service and delivery as the imperatives that underpin all activities.

FINANCIAL PERFORMANCE

Funding for Highways England is provided by Government. A five-year funding agreement provides the investment needed by the organisation and each year an amount is used for annual investment programmes. Funding is split between capital (for investment) and resource (operational) expenditure. Financial performance is measured by ability to effectively manage the financial allocations, the meeting of efficiency targets; and whether the organisation has achieved the delivery and operational outcomes set out.

The strategic road network has an asset valuation of £126bn, £81bn in roads, £31bn in structures, £13bn in land and an additional £1bn in technology assets.

During the financial year 2019 to 2020, Highways England has spent £4.5bn to operate, maintain and enhance the road network. This is the largest sum that has ever been invested in the strategic road network in a single year. In partnership with the supply chain, the organisation has invested more than £12m of government funding every single day.

Capital expenditure was £3.2bn in 2019/ 2020, compared to £2.7bn the year before. This was invested in enhancement projects, the renewing of the network to make sure all structures and road surfaces achieved all safety requirements and investment in new technology across the road network and the control centres.

The organisation remained within 1% of funding provided by Government in 2019/ 2020 and this maintains Highways England’s record of remaining within its funding since it was created.

Resource expenditure was £1.3bn. Of this, 38% (£500m) was spent on PFI contract payments to providers who are in partnership with Highways England to build and maintain roads. An additional £300m was used for maintenance and repairs, and £200m used to operate the network, including 1,800 traffic officers and control room teams. An additional £100m was invested to enable a range of improvement projects to advance IT, health and safety, engineering and to deliver effective communication campaigns to road users.

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In addition to the above expenditure, £100m was also used for the corporate running of the business and this is combined with £100m for managing specific activities on behalf of the DfT. These activities, known as protocols, include collecting income on the Dartford River Crossing, and managing strategic salt stores for national and local authorities.

Highways England were provided with the target of generating £1.2bn of capital efficiency for RIS1 and with additional savings of £600m this financial year, the organisation has generated over £1.4bn of efficiencies for RIS1, outperforming its target by 20%.

The following schematic demonstrates the breakdown of investment by Highways England during the last financial year, 2019 to 2020.

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COVID 19 Highways England, like the majority of businesses across the UK, has had to manage the impacts of COVID 19 during 2020. Throughout the year the organisation’s key workers have continued to play a critical role in maintaining the movement of people and goods across the country and particularly supporting the NHS and other emergency services making sure life- saving medicine, care workers, equipment and supplies have continued to reach destinations across the country. The pandemic has not affected the performance of Highways England and the RIS1 targets were achieved. The organisation and its leadership have developed a consistent and collaborative approach to tackling the adverse effects of COVID 19 and are working closely as a business with the supply chain, DfT, central Government and local authorities to tackle challenges as a united front. Central to this effort, and a priority is the safety, health and wellbeing of customers, staff and partners. Initiatives have been launched and implemented to provide support to colleagues on all matters from working remotely to mental health and physical wellbeing.

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KEY RESPONSIBILITIES

The Chief Executive is responsible for delivering on the priorities and commitments of Government as shareholder, ensuring that Highways England delivers the outcomes and deliverables specified in the Government's Road Investment Strategy. The successful candidate will be expected to ensure the company maintains the capacity and capability to deliver, embracing emerging technological innovations to drive efficiencies.

The Chief Executive is responsible for the day-to-day operational management of Highways England and the performance of the executive management team. With line management into the Chair, the Chief Executive is accountable to the Chair and the Board for the performance of Highways England.

The Chief Executive is also appointed as the Accounting Officer for Highways England, responsible for safeguarding the public funds held by the Company and for ensuring propriety, regularity, value for money and efficiency in the handling and use of public funds.

The Chief Executive will have responsibility for 10 direct reports in the form of the Executive Directors of Highways England, and overall responsibility for circa 6,000 people across all disciplines of the organisation. The key responsibilities of the position will include:

▪ Steering the organisation’s strategic direction with a compelling vision for Roads Period 2 and beyond;

▪ Steering the transformation of the organisation and the capability to deliver the required outcomes from the RIS2 Strategic Business Plan and Delivery Plan;

▪ Engaging the Board, Executive, Senior leadership, the organisation’s people and stakeholders in the Highways England’s vision and transformation;

▪ Accountable for communicating on behalf of the organisation, safeguarding and developing the reputation of the organisation and its influence within the transportation and construction sectors;

▪ Developing, managing and influencing senior stakeholder relationships and expectations (i.e. shareholder, central and local government, regulatory, public, customer, wider interest groups, partner organisations and sector networks);

▪ Accountable for organisational decision making and performance, achievement of commitments, outcomes and KPIs;

▪ Being the Accounting Officer for Highways England, managing the resources delegated to Highways England to support the Department for Transport’s aims and objectives;

▪ Establishing robust governance arrangements are in place (including compliance with the UK Corporate Governance Code) to assure the organisation’s delivery, commercial and financial performance, health, safety and wellbeing performance and outcomes for customers, delivering value for money for taxpayers and using resources in the ways permitted by Parliament and HM Treasury;

▪ Maintaining an open and transparent relationship with the Department for Transport and HM Treasury, including through ensuring appropriate sharing and reporting of data;

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▪ Providing the Board and relevant stakeholders with management assurance for the organisation, and appropriate risk assessment and management;

▪ Driving supply chain performance and capability to deliver the required outcomes for the organisation;

▪ Providing effective leadership and management of the executive team, ensuring effective performance and development of them and the senior leadership; and

▪ Reporting to the Chair and Board, and contributing as a Board member.

Financial and Commercial Authority

Capital investment and operational expenditure and related commercial decisions for organisational funding of c.£27.4bn through Roads Period 2.

Contractual and financial authority as outlined annually in the Accounting Officer’s delegation letter, including compliance with Board, Shareholder and Government budgetary, financial and commercial guidance, including:

▪ Establishing sound governance arrangements, which make clear who is accountable for decisions and delivery of business plan commitments at all levels;

▪ Ensuring that delivery of commitments is underpinned by effective plans setting out key milestones and deliverables, and that progress against the plans is managed actively;

▪ Ensuring that all investment appraisal decisions are made in accordance with the appropriate frameworks;

▪ Ensuring that performance data, milestone targets and key performance indicators are agreed with the Department for Transport and are actively monitored;

▪ Ensuring that resources required to deliver commitments – both permanent and temporary are identified and that they are actively monitored and managed;

▪ Ensuring that holders of Contractual Authorities comply with procurement and governance guidelines to protect the Department from commercial, reputational and financial risk; and

▪ Ensuring that contracts are monitored against business deliverables and budget allocations, and comply with the terms and conditions of contract.

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CANDIDATE PROFILE

The successful candidate will ideally demonstrate the following professional experience:

▪ Proven experience of leading a large and complex organisation at enterprise or large- scale divisional level;

▪ Governing and assuring delivery of significant investment programmes with defined public and customer outcomes, through large scale contracting and supply chain management;

▪ A strong strategic mind demonstrated through experience of implementing successful strategic plans that have driven significant value;

▪ An experienced and effective change leader that can demonstrate transforming businesses and sectors;

▪ An innovative and futurist approach with the ability to develop the ‘new and different’. Experience of implementing organisation and sector changing innovations, including a track record of leveraging technology, that deliver a significant value, efficiency and change ‘norms’/the course of an organisation or sector;

▪ Exceptional communication and relationship management. Proven ability to engage, negotiate and influence across government and in a political/parliamentary context, as well as with the wider organisation, industry sector, partners and other stakeholders;

▪ A history of navigating a complex stakeholder environment, including political and regulatory complexity;

▪ Ability to drive operations and project teams to deliver effectively, safely and efficiently; and

▪ Experience of driving and developing a strong health, safety, sustainability and environmental agenda.

In addition, candidates will ideally possess the following leadership characteristics:

Leadership Characteristics:

▪ Ability to communicate effectively: the CEO will be able to communicate in ways that provide clarity of message, project a credible and confident image to a diverse set of internal and external stakeholders and audiences, and maximise impact;

▪ Balances stakeholders: works with stakeholders to anticipate their emerging priorities. Considers differences in stakeholder perspectives to reach optimal solutions and so, ensures organisational responsiveness to stakeholder needs;

▪ Instils trust: able to gain the confidence and trust of external stakeholders, executives, the wider business and with the supply chain through transparency, integrity and authenticity. Sets accurate expectations and follows through on commitments;

▪ Strategic vision: has a clear vision of future trends and priorities. Develops enterprise-wide strategies that are compelling to the organisation and for key

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stakeholders building an efficient and innovative organisation to delivering long-term sustainable results; ▪ Ensures accountability: sets and clearly communicates expectations and accountabilities, monitors performance against targets, intervenes to address and remove barriers, and holds individuals and teams to account; ▪ Navigates networks: builds and leverages positive relationships with internal and external stakeholders to forge connections that can foster organisational strategies, advance organisational goals, and create a favourable environmental for all;

▪ Engages and inspires: can create a culture that fosters performance excellence, personal engagement, meaningful contributions and commitment to the company’s vision and values;

▪ Ability to persuade: Promotes ideas in a persuasive and compelling manner, shaping stakeholder agendas and building a broad base of support both inside and outside the organisation; and

▪ Cultivates innovation: builds capabilities and culture to promote innovation and breakthrough thinking across the enterprise. Supports innovation through investments, empowerment and elimination of barriers to new ideas.

VALUES & BEHAVIOURS

The incoming Chief Executive will also need to embrace Highways England’s values and model associated behaviours, which are:

▪ Safety: Keep ourselves and others safe, above all else;

▪ Passion: Deliver with energy and pace, care about what we do, continuously improve and innovate, provide great service in everything we do;

▪ Integrity: Open, honest and professional, respect and value the contribution others make, do what we say, always do the right thing;

▪ Teamwork: Work together effectively to achieve our goals, work efficiently and flexibly, listen to others and communicate clearly; and

▪ Ownership: Take accountability, learn from failure and celebrate success, agree stretching goals and delivering them, maintain focus on our imperatives.

HEALTH & SAFETY

From a Health & Safety perspective, the Chief Executive of Highways England will be accountable for delivery and governance of the 5 Year Health and Safety Plan across the business; providing interpretation and support as appropriate.

As such, the Chief Executive will embed safety as the first imperative across all areas of responsibility and will recognise the behaviours that enable the culture change required to achieve the Plan and deliver the objectives of the organisation. Therefore, the Chief Executive will need to engage and collaborate as appropriate with the wider business, supply chain and other stakeholders to promote health and safety, recognising behaviours that bring the Plan to life and help realise the vision.

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The CEO will support the evolution of a culture that follows fair rules effectively, welcomes the opportunities to learn from incidents and near misses, taking appropriate remedial action and holding people to account when necessary to ensure that the organisation’s objectives are achieved.

ACCOUNTING OFFICER RESPONSIBILITIES The Accounting Officer (AO) for Highways England is responsible for safeguarding the public funds held by the Company and for ensuring propriety, regularity, value for money and efficiency in the handling and use of public funds.

The AO will ensure that Highways England is run following the principles, rules, guidance and advice set out in Managing Public Money and the supporting guidance on spending controls produced by the Cabinet Office, other than where alternative arrangements are detailed in the Highways England Framework Document and F&R letter or have otherwise been agreed between Government and Highways England. In particular, the AO must:

▪ Take action, as set out in the HM Treasury publication Managing Public Money, if the Board is contemplating a course of action involving a transaction which the AO considers would infringe the requirements of propriety or regularity, or does not represent prudent or economical administration, efficiency or effectiveness, is of questionable feasibility, or is unethical;

▪ Give evidence where required to the National Audit Office, the Public Accounts Committee or the Transport Select Committee on his or her oversight of Highways England’s stewardship of public funds;

▪ Ensure the production of and authorise for filing and publication an Annual Report and Accounts under company law and International Financial Reporting Standards, as well as having regard to the Government Financial Reporting Manual (FReM);

▪ Ensure that proper records are kept relating to any financial data for consolidation in the Department Annual Report and Accounts and provide any necessary statement to that effect;

▪ Produce a statement of AO’s responsibilities as support to the Department Annual Report and Accounts;

▪ Sign a governance statement regarding the system of internal control, as support to the Department Annual Report and Accounts; and

▪ Receive and act in accordance with a budget delegation each year from the Department that is in accordance with the Road Investment Strategy funding and operating within that delegation

For the purposes of Whole of Government Accounts, the AO is the Consolidation Officer for Highways England and will be personally responsible for complying with the requirements of the Consolidation Officer Memorandum.

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APPLICATION AND APPOINTMENT PROCESS

To apply for this position, please send a CV, Covering Letter and completed Supporting Documentation to [email protected] by the closing date of 5pm on Monday 8th February 2021.

The role is subject to relevant pre-employment checks and references, including national security vetting.

PROCESS STAGE DATES Korn Ferry Interviews February 2021 Shortlist presented Early March 2021 Highways England panel interviews March 2021 Agreement of preferred candidate Early April 2021 Signing and announcement Mid to end of April 2021

INTERVIEW PANEL

Below are the representatives that will make up the interview panel. For detailed bios on each member of the panel please see Appendix 1:

▪ Dipesh Shah OBE: Non-Executive Chair, Highways England ▪ Roger Lowe: Non-Executive Director, Highways England ▪ Bernadette Kelly CB: Permanent Secretary, Department for Transport (DfT)

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KORN FERRY CONTACTS

Richard Emerton Paul Benson Managing Partner, Board & CEO Services, Managing Partner, EMEA Industrial and EMEA Global Practice Lead, Infrastructure & Ryder Court, 14 Ryder Street Construction London, SW1Y 6QB Ryder Court, 14 Ryder Street +44 (0) 207 024 9144 London, SW1Y 6QB [email protected] +44 20 7024 9152 [email protected]

Nick Rose Tom Davies Principal, Global Industrial Markets Principal, Government & Public Enterprise Ryder Court, 14 Ryder Street Ryder Court, 14 Ryder Street London, SW1Y 6QB London, SW1Y 6QB +44 (0) 207 024 9389 +44 20 7024 9043 [email protected] [email protected]

Craig Bryson Executive Assistant, Global Industrial Markets Ryder Court, 14 Ryder Street London, SW1Y 6QB +44 (0) 203 819 2122 [email protected]

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APPENDIX1 – INTERVIEW PANEL Dipesh Shah OBE Non-Executive Chair

Appointed as Non-Executive Chair in September 2020. Chairman of Investment Committees for the 2020 European Fund for Energy, Climate Change, and Infrastructure, and for Marguerite II Fund. Non- Executive Board Director at Canaccord Genuity Group Inc., Trustee of British Youth Opera and Governor at Merchant Taylors’ School

Career in both public and private sectors. Formerly CEO of the UK Atomic Energy Authority and of large businesses in BP. A former Chairman of, among others, a FTSE-listed power utility, the European industry association for solar, a housing association and a private equity fund for renewables. Also served on the Boards of Babcock International Group Plc, Lloyd’s of London, The Crown Estate, and Thames Water. A former member of the Government’s Renewable Energy Advisory Committee.

Graduate of the Universities of London and Warwick, and the Harvard Business School management programme.

Roger Lowe Non-Executive Director

Re-appointed Senior Non-Executive Director February 2019, having previously been the Department for Transport appointed Non- Executive Shareholder Representative from July 2016.

Currently a partner with Capstar Advisers. From May 2010 to February 2019, Roger was a director at UK Government Investments.

Career in corporate finance, specialising in acquisitions and disposals, joint ventures and restructurings, with roles in industry, including Group Director of Corporate Finance at TI Group plc; and Investment Banking at Lazard, including two years on secondment to Lazard Frères in New York.

Bernadette Kelly CB Permanent Secretary, Department for Transport (DfT)

Bernadette Kelly became Permanent Secretary at the Department for Transport on 18 April 2017.

From September 2015 to April 2017, Bernadette Kelly was Director General, Rail Group in DfT. Prior to that she was a Director General at the Department for Business, Innovation and Skills (BIS) from April 2010.

Bernadette joined the Civil Service after graduating. She has spent most of her career working on public policy in relation to business and the economy. She has led work in government to reform the planning regime for major infrastructure; boost housing supply; establish the Competition and Markets Authority; strengthen utility regulation; reform corporate governance; and on industrial strategy and local growth and devolution.

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In addition to DfT and BIS, Bernadette has worked in the Department for Communities and Local Government, HM Treasury, the Cabinet Office and the Prime Minister’s Policy Unit; as well as on secondment to ICI plc.

Bernadette was made a Companion of the Order of the Bath (CB) in 2010.

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APPENDIX 2 - THE HIGHWAYS ENGLAND BOARD

Dipesh Shah OBE Non-Executive Chair

Graduate of the Universities of London and Warwick, and the Harvard Business School management programme.

Jim O’ Sullivan Chief Executive Officer (Outgoing)

Appointed as Chief Executive in July 2015.

Career within transportation, asset management, and utility organisations, including Chief Engineer for Concorde at British Airways, executive director roles at National Grid Gas, Central Networks and Managing Director at Edinburgh Airport.

Qualifications include a BSc (Hons) in Air Transport Engineering, an MBA, CEng (Chartered Aeronautical Engineer) and an alumni of the Senior Executive Academy at Massachusetts Institute of Technology, Boston.

Vanessa Howlison Chief Finance Officer

Appointed Chief Financial Officer June 2016.

Career includes a number of finance director roles in government departments, including Department for Transport, Department of Energy and Climate Change, and Ofsted. Previous finance roles in the NHS and the Audit Commission.

Currently an independent member of the Audit and Risk Committee at the regulator Ofwat, and a member of the Chartered Institute of Public Finance and Accountancy (CIPFA) Institute Council. CIPFA membership.

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Carolyn Battersby Non-Executive Director

The Department for Transport appointed Shareholder Representative from February 2019.

Executive Director at UK Government Investments (the government’s centre of excellence in corporate finance and governance), which she joined in 2011.

Career in corporate finance and strategy, with roles at Tesco, The Prince’s Trust, Schroders and Permira.

Qualifications include an MChem (Master of Chemistry) degree.

Roger Lowe Non-Executive Director

Re-appointed Senior Non-Executive Director February 2019, having previously been the Department for Transport appointed Non- Executive Shareholder Representative from July 2016.

Currently a partner with Capstar Advisers. From May 2010 to February 2019, Roger was a director at UK Government Investments.

Kathryn Cearns OBE, FCA, FCCA Chair, Audit & Risk Committee

Appointed Non-Executive Director April 2018.

Member of Department for Transport’s Group Audit and Risk Committee, Chair of the Office of Tax Simplification, Member of the International Monetary Fund External Audit Committee, and a non- executive board member and Audit Committee member at Companies House.

Previous chair roles at the Financial Reporting Advisory Board, HM Treasury and the ICAEW Financial Reporting Committee.

Non-Executive Board member at Companies House, Non-Executive Director at Crossrail and Non-Executive Board member of the UK Supreme Court. Trustee for Royal British Legion Industries and The Royal Mencap Society.

Financial Conduct Authority and Fellow of the Chartered Association of Certified Accountants membership.

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Alan Cumming Chair, Safety Committee

Appointed Non-Executive Director in September 2017.

Director of Nuclear Operations at the Nuclear Decommissioning Authority (NDA), and appointed the NDA-nominated Non-Executive Director at Sellafield Ltd in April 2018.

Career within engineering and energy with roles at Viridor, EDF and British Energy.

Qualifications include CEng, MIStructE (Chartered Structural Engineer) and an MBA.

Janette Beinart Chair, Investment Committee

Appointed Non-Executive Director in January 2019.

Career in Information Technology having had a long international career working for Shell culminating as Global Upstream Chief Information Officer.

Further experienced in the savings and investment business as interim Group Chief Information Officer for M&G Prudential.

Qualifications include a BA (Econ) degree.

APPENDIX 3 – HIGHWAYS ENGLAND PUBLICATIONS

For further information: Highways England: 2020: Our Journey So Far Highways England: Annual Report & Accounts 2020 Highways England Strategic Business Plan: 2020 - 2025 Highways England Delivery Plan: 2020 - 2025

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