£51310 per annum /2 days per month
Overview
NATS is a world leader in the provision of air navigation services, minimising air traffic delays for our customers while maintaining safety as our top priority and with a clear focus on efficiency. The NATS Group of companies comprises NATS Holdings Ltd and three main subsidiaries – NATS (En Route) plc, NATS (Services) Ltd and NATS Ltd.
NATS provides economically regulated Air Traffic Control (ATC) services to aircraft flying in airspace over the UK and the eastern part of the North Atlantic, and commercial services at 14 UK airports. It also provides other ATC and related services to airport, airline and government customers in the UK and overseas.
NATS purpose
- Advancing aviation, keeping the skies safe.
NATS’ 2040 strategic objectives
- We are relied on by every airspace user;
- We are carbon negative;
- We deliver an additional £500m pa revenue; and
- We are a top 25 company to work for.
- We are respectful;
- We are one team;
- We are courageous;
In 2023/24 NATS declared a pre-tax profit of £372m which included deferred regulatory revenues relating to the Covid period. The NR23[1] settlement for NERL, which we received during the year, has provided a solid baseline for our business particularly given that NERL is able to recover the costs incurred in providing an ATC service through the Covid period. As allowed for by NERL’s regulatory regime, these costs will be recovered over a 10 year period.
A copy of the latest annual report as well as all recent press and financial statements can be found at the NATS website (www.nats.co.uk).
[1] NR23 is the price control period that NATS is currently in terms of the Civil Aviation Authority’s regulation of NERL for enroute services and licence. It covers the period 2023-27 and essentially sets the prices which NERL can charge airlines to use UK airspace.
Introduction from the Minister
Appointment description
- To provide insight and constructive challenge and feedback and to serve as an active member of the NATS Board.
- As Chair of the Remuneration Committee:
- Review general remuneration policy (and make recommendations to the Board as necessary) in order to promote long term sustainable success, aligned to company purpose and values, and clearly linked to the successful delivery of the company’s long-term strategy.
- To determine the terms of service, including remuneration, for the Chair, Chief Executive Officer, Executive Directors, and Executive Team.
- To agree the annual objectives of the Executive and review year end appraisals.
- Chair of the Employee Share Trust.
Board composition
NATS Holdings Board
The Board of NATS Holdings Ltd is the company’s primary decision-making forum and is responsible for guiding NATS through its major strategic and operational challenges. The Board thus needs to be of the highest quality, incorporating the experience, capabilities, business knowledge and energy necessary to continue NATS’ successful development. It currently consists of:
Non-Executive Chair: Warren East
Chief Executive: Martin Rolfe
Finance Director: Alistair Borthwick
Non-Executive Directors:
Airline Group appointed
- Mike Campbell
- Gavin Merchant
- Harry Bush
- Bart Prudon
- Louise Street
LHR Airport Ltd appointed
- Ross Baker
Government appointed
- Greg Bagwell
- David Smith
- Maria Antoniou
The Board normally meets bi-monthly on the last Thursday of the month, with an additional meeting in June each year to approve the Annual Reports and Accounts of Group companies.
Person specification
Essential criteria
- Experience of working with a senior leadership team to offer support and challenge holding them to account for effective delivery.
- Excellent stakeholder engagement and communication with the ability to build and maintain complex partnerships, working collaboratively to deliver strategic objectives.
- Have a good understanding of large and complex organisations operating in a regulated or analogous environment.
- Be an experienced People and Talent leader or have substantial relevant background with key skills in driving HR strategy, culture change and employee engagement. Experience of having worked in a unionised environment would be helpful, as would experience of having served with/on a remuneration committee.