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NEB terms of reference

(revised March 2011)

Role

The NERC Executive Board (NEB) supports the Chief Executive (CE) in managing NERC, in particular NEB is a fundamental mechanism by which the CE:

  1. considers significant new processes or procedures or major change to existing processes or procedures at the concept stage;
  2. formulates detailed strategies, policies and procedures arising from Council decisions and from his/her role as Accounting Officer;
  3. monitors the implementation of strategies, policies and procedures;
  4. receives advice from his/her Directors on the implications and practicalities of formulating and implementing policy;
  5. develops and implements good management practices to ensure that NERC is managed according to the required standards of accountability, regularity, and propriety and in a manner which achieves high standards of efficiency, effectiveness and economy;
  6. gathers information so as to report, and provide advice, to Council;
  7. promotes the corporate culture of NERC;
  8. provides advice to the NERC Investment Committee on any matters within these Terms of Reference.

The agenda of meetings of NEB allows these operational matters to be addressed. The CE has the ultimate responsibility for deciding on the most appropriate course of action. NEB members collectively own NERC decisions whether or not they individually argued for or against those courses of action at NEB. Consequently NEB is a critical way in which NERC acts as a corporate organisation and by which NERC management demonstrates collective leadership concerning corporate strategies, policies and procedures.

Membership

Members of NEB are appointed by the CE on the basis of the following principles:

  1. The CE chairs NEB;
  2. NERC Directors responsible for key functions1 and for Research and Collaborative Centres2 will be members, covering management responsibilities for all of NERC's delivery mechanisms;
  3. Independent non-executives will be members to ensure that there is independent, constructive challenge to the NEB thinking.

Working methods

The following is the mode of operation of NEB:

  1. NEB currently meets monthly.

  2. The agendas of meetings of NEB are structured in such a way to allow for both planned decision and discussion time for responsive items to be raised.

  3. Where planned proposals are brought to NEB for decision or discussion, the Director responsible will work with another NEB Director to ensure that the proposal is fit for purpose. Swindon Office Directors responsible for planned proposals will work with a Research or Collaborative Centre Director and vice versa. The supporting director should be prepared to 'second' the proposal in discussions at NEB.

  4. Wherever possible, NEB will attempt to arrive at a consensus decision. Where this is not possible, the Director responsible for implementation of any new or modified process or procedure will make a recommendation on the course of action to follow and the CE will make the final decision. NEB members collectively own NEB decisions whether or not they individually argued for or against those courses of action at NEB.

  5. Alternate members are allowed where exceptional circumstances do not allow a NEB member to attend a scheduled meeting. Alternate members should be nominated and briefed in advance and fully empowered to act. Wherever practicable the same alternate member should attend NEB meetings.

  6. NEB does not ordinarily consider routine operational matters within directorial delegations - Directors have their responsibilities delegated to them by the CE through their management statements and they use a variety of groups to support and advise them in making decisions within their delegated responsibility. However, issues of strategic importance, controversy, with significant financial implications or those with other high levels of risk are to be referred to NEB for discussion to ensure the appropriate level of consultation, with a final decision by the CE.

  7. NEB carries out specific activities requested of the CE by Council, including those that involve working with Council subcommittees, ie the Science & Innovation Strategy Board and the Audit Committee.

  8. NEB works openly and transparently where possible, whilst recognising that it will be dealing with sensitive management and personnel issues. Consequently, the minutes of NEB meetings are confidential but will be made available, in confidence, to Council members via the secure website. Decisions resulting from NEB deliberations will be communicated in an appropriate way as agreed by NEB.

  9. The aim will be to hold two meetings per year at Research/established Collaborative Centres in NERC and these meetings will ordinarily combine an 'open' element, including the delivery of NEB Team Briefings 'live'.

  10. Conflicts of interest will be declared, according to NERC practice, although the nature of NEB business is unlikely to require members to leave the room.

  1. Finance & Operations; National Capability Integration; People, Skills & Communications; Science Delivery; Strategy & Partnerships.
  2. BAS, BGS, CEH, NCAS, NCEO and NOC.