Independent Director, Human Capital, Leadership and Culture

About Our Client 

Our client is a sizeable publicly listed enterprise in Kenya’s broader energy, resources and industrials sector. It is seeking an Independent Non-Executive Director who can ask searching questions, bring an independent perspective and help the Board make sound long-term decisions.

The Independent Director Role 

This is a full Board appointment, rather than a purely technical role. Alongside strong human capital and organisational leadership credentials, the successful candidate will be expected to contribute to wider Board discussions on strategy, performance, risk and governance. Selection will take account of the approved role requirements, the Board’s committee needs and the relevant independence criteria. 

Key Board Responsibilities 

• Take an active part in the Board’s oversight of strategy, performance, risk and governance. 

• Exercise independent judgement and avoid relationships or interests that could compromise, or appear to compromise, objectivity. 

• Contribute across the Board agenda, not only on human capital, leadership and culture matters. 

• Question and challenge management constructively, while respecting the distinction between oversight and executive responsibility. 

• Support high standards of governance, accountability, disclosure and confidentiality in line with applicable legal and listing requirements. 

• Disclose directorships, interests, shareholdings, related-party relationships and any actual, potential or perceived conflict of interest. 

• Have enough time to prepare properly, attend Board and committee meetings, complete induction and keep up with relevant developments. 

Role Purpose 

The Board is looking for an experienced people and organisational leader who can explain complex workforce issues clearly and keep the discussion focused on business performance. The Director will help the Board understand the choices, risks and priorities connected with workforce strategy, executive succession, leadership capability, remuneration and culture. 

Key Responsibilities 

• Review the organisation’s workforce strategy and test whether it supports the business direction and future capability needs. 

• Help the Board judge whether executive succession, leadership pipelines and readiness for critical roles are strong enough. 

• Examine executive and Board remuneration arrangements, including fairness, transparency, market positioning and alignment with performance and risk. 

• Help the Board understand organisational culture, workforce transformation and the people implications of major strategic change. 

• Be ready to serve on, and where appointed chair, the relevant Board committee.