POL00448368
POL00448368
ah
UK Government
it
SEP.
—
<a
SSS
OFFICIAL - SENSITIVE
Agenda
UKGI
Optimising the use of ALBs in specialised delivery
Enhancing government as an effective owner/ shareholder
The importance of capable and strong sponsorship
BEIS / UKGI ways of working
UKGI team responsibilities
Post office - UKGI team structure
Post office — BEIS team structure
POL00448368
POL00448368
UK Government
Investments
POL00448368
POL00448368
OFFICIAL - SENSITIVE
aoe
UK GOVERNMENT INVESTMENTS investments
Government's centre of excellence in corporate finance and governance
59
Private
sector * Over 120 experts with deep specialist expertise in corporate governance,
asset realisations, corporate finance and government
* Higher ratio of senior to junior staff compared to other Whitehall groups: CEO, 10
Directors, 26 Executive Directors, 37 Assistant Directors
Who we are
* Keep our pri ith seconde
What we do
* Governance: act as shareholder for, and lead the establishment of, HMG arm’s length bodies;
advise on governance issues to other government departments
LWA * Corporate Finance: provide commercial, restructuring, contingency planning and insolvency
advice in the case of potential and actual interventions by HMG
- Asset Realisations: prepare and execute all significant corporate asset sales by HMG
Managing fiscal risk: provide expertise to manage assets acquired during Covid-19 as a portfolio
through the creation of the Covid Interventions Resolution Group and a new contingent liability
ay central capability to monitor and analyse the total risk HMG is exposed to
ase How we do it
* Operating across HMG on some of its most important and complex situations 3
POL00448368
POL00448368
OFFICIAL - SENSITIVE
OPTIMISING THE USE OF ALBs IN 2 cvormen
SPECIALISED DELIVERY mesmens
Where government does deliver through an ALB it must optimise the set-up of, and interface with,
that ALB in order to enable its success. The policy, legislative and funding frameworks must be
right, and there must be clarity on how government interacts with the ALB
+ Inthe case of ALBs with a specialised delivery function, there are critical success factors across
seven key areas for practitioners to consider
= ciL +, Q cd a [el fr pays
1 2 3 5 6 7
Clear Clear Capable Appropriate Proportionate Transparency, Constructive
purpose accountabi- and strong capability government andeffective and
and lities forthe sponsor- and delegations management appropriate
objectives ALBboard, shipofthe capacity andcontrols information, behaviours
department ALB within the assurance _ between
and Senior ALB and risk government
Responsible systems and the ALB
Owners
POL00448368
POL00448368
OFFICIAL - SENSITIVE
ENHANCING GOVERNMENT AS AN UF covraan
EFFECTIVE OWNER-SHAREHOLDER mesmens
* Government as owner has a number of sponsor responsibilities: customer, policy setter, funder,
regulator, and owner / shareholder — the success of an ALB will depend in part on government
fulfilling these responsibilities effectively and with the right capabilities
+ Differentiating between the responsibilities effectively can also help to surface natural tensions, and
so enable better decision-making
Government’s different sponsor responsibilities for its ALBs
Policy Owner or
“4 »
+ Behaviours and expectation-setting on both sides are extremely important to shaping
performance and accountability; these need to be constantly maintained
POL00448368
POL00448368
OFFICIAL - SENSITIVE
THE IMPORTANCE OF CAPABLE AND UF covraan
STRONG SPONSORSHIP mesmens
+ Government as shareholder should seek to have ALBs which are high performing organisations.
+ UKGIl acts as a proactive shareholder on behalf of sponsor departments, promoting ALBs’
organisational performance across key functions
Challenge and support
the ALB’s performance as an organisation
Effective Effective Strong ALB Effective Experienced
objectives, leadership — governance relationships shareholder non
business high quality systems between the exec director on
planning, and board and supporting department and ALB board
performance senior organisational ALB
against business management performance
plan
Establish and maintain appropriate and effective corporate governance foundations which
govern the department-ALB relationship
POL00448368
POL00448368
SHAREHOLDER UK Government
PRIORITIES FOR 21/22 vestments
Each year the shareholder sets the priorities for the POL Chair in the annual Chairs letter.
Performance against this forms part of the Chair’s annual appraisal.
In March 2021 the Perm Sec shared the following priorities for the year:
1.
2.
3.
Fully engaging with the Post Office Horizon IT Inquiry
Working towards resolving historic litigation issues
Prioritise cultural change; in particular buildinga more productive relationship with
postmasters
Successfully deliver on the Annual Plan for 2021/22
Develop the company strategy into a coherent Strategic Plan as part of the Spending Review for
funding beyond 2021/22
Build a diverse Board with the required capacity and capability
UKGI HISTORICAL
MATTERS PRIORITIES
1. Post Office Horizon IT Inquiry
2. Historic litigation issues:
1.
N oO an PF OY N
GLO and 555
HSS
Criminal convictions
Starling
Legal costs
HMU organisation
Postmaster detriment
POL00448368
POL00448368
AS
UK Government
Investments
BEIS / UKGI WAYS OF WORKING
UKGI is responsible for:
* Financial and network monitoring
* Appointments and remuneration
* Governance
* Litigation monitoring
BEIS are responsible for:
* Policy e.g. access to cash, social purpose
* Stakeholder management e.g. NFSP
* Correspondence and briefings
Joint team on SR to balance responsibilities
SENSITIVE
POL00448368
POL00448368
UK Government
Investments
POL00448368
POL00448368
a
UK Government
UKGI TEAM RESPONSIBILITIES Investments
The UKGI POL Shareholder team is split into two teams that work closely with a BEIS POL Policy
team and lead on distinct areas:
Business As Usual
* Corporate Governance
+ Network
* Appointments and
Remuneration
+ Business Performance &
Planning
Litigation
* Historical Shortfall Scheme
* Post Office Horizon IT Inquiry
* Convicted Postmasters
POL00448368
POL00448368
BEIS TEAM RESPONSIBILITIES renee
BEIS leads on Government’s long-term approach to POL and ensuring that POL’s activity is consistent with
wider government policy. The BEIS Post Office team is split into 3 teams:
Policy
* Policy oversight
* HMG’s policy framework for POL
* Cross cutting Government policy
* Parliamentary business relating to POL
* Stakeholder management
Horizon issues and Compensation
* Historical Shortfall Scheme
* Overturned Criminal Convictions compensation (interim payments & full settlements)
Inquiry
* Sponsoring the Williams Inquiry into the Horizon scandal (setting TOR etc) 1
* Supplying BEIS evidence to the inquiry
POL00448368
POL00448368
OFFICIAL - SENSITIVE
POST OFFICE — UKGI
TEAM STRUCTURE
Tom
Cooper
Director
Tue - Fri
cg
UK Government
Investments
Last updated: 10 September 2021
Key: POL team
Georgia
Leppenwell
PA
BAU Shareholder role
Jamie
Carter
Executive
Director
Tue - Fri
Dave James
Barnett Gourlay
Assistant Assistant
Director Director
1 FTE 0.5 FTE
Annie
Carpenter
PMO
0.5 FTE
Siv Gurdeep
Rajeswaran Singh
Meet Desai
Manager
1 FTE
Manager
0.6 FTE
Manager
Litigation
Rob
Mackie
Executive
Director
0.5 FTE
Ramona
Jones
Helen
Mitchell
Assistant
Director
0.5 FTE
Morgan
Consultant
Assistant
Director
0.5 FTE
Joss
Josh Scott
Manager
0.9 FTE
POL00448368
POL00448368
POST OFFICE —- BEIS UK Government
TEAM STRUCTURE — nvestments
ul
Carl Creswell q)
Director
Policy and
oversight
Inquiry
Rob Brightwell
Deputy Director
Compensation
PA to Der Eleanor Brooks /
Beth White
Deputy Director
‘
SO Eleanor Beal
36 Head of Post Office
3 \ Policy
Amisha Patel
Dyana Banton Sarah Callow Policy Lead
Caroline Brooke James Lovesey
Ed Baird
Senior Policy
Advisor
Emily Miller
Emily Snow Sponsorship
Adviser