HM Land Registry logo
HM Land Registry logo

The role

We are seeking to appoint up to four Non-Executive Board Members (NEBMs) to join the Board in 2024 to support the delivery of HMLR’s objectives.  The final Board will comprise the Chair, up to six independent NEBMs, one NEBM appointed by DLUHC as sponsor representative, and three executive directors.

Appointees will be asked to serve on HMLR Board sub-committees with possible succession to Chairs of these committees, which currently comprise the Audit and Risk Committee, the Remuneration and Nominations Committee, and the Change Committee. Following the appointment of the new NEBMs, the Chair will nominate a new Senior Independent Board Member (SIBM).

Diversity and inclusion

HMLR intends to promote diversity and inclusion through its refreshed Board to ensure it can bring varied insights and experiences and reflect the changing needs of HMLR and the external environment.

HM Land Registry Board

The HMLR Board currently consists of the Non-Executive Chair, five independent Non-Executive Board Members, one Sponsorship Representative Non-Executive Board Member, the CEO and Chief Land Registrar, the Chief Financial Officer, and the Deputy Chief Executive and Director of Customer and Strategy. Details of the current Board members can be found here.

The purpose of the board

The purpose of the HMLR Board is to support, constructively challenge and provide guidance to the Senior Executive Team, to supervise the development and delivery of the agreed business strategy and to ensure appropriate governance of the activities of HM Land Registry. Day-to-day management of the business is the responsibility of the Senior Executive Team. As an Independent NEBM on an advisory Board, you are expected to contribute to the work of HMLR in the following areas:

  • Constructively challenge and contribute to the development of strategy and business planning, including the setting and development of key objectives and targets.
  • Provide independent support, guidance and challenge on the progress and implementation of the business plan.
  • Scrutinise the performance of the organisation in meeting agreed goals and objectives, and monitor the reporting of performance, including financial targets.
  • Develop and encourage appropriate behaviours and organisational culture to maintain or improve the departmental people strategy, including ethical and directional issues such as diversity and senior jobholder moves.
  • Satisfy that governance, internal control and risk management systems are effective and capable of delivering relevant, accurate and timely management and financial information to the Board.
  • Support the Board in developing skills and tools to help it engage with strategic issues.
  • Connect the Board to people and organisations who can provide different perspectives, opinions and expertise which will assist in furthering the organisation.
  • Provide challenge and guidance on HMLR’s operations and services through experience and knowledge of the property market.
  • Contribute to the maintenance of an effective Board together with appropriate corporate governance in line with best practice.
  • Act as a source of advice and support to the Executive Management Team.

Time commitment

The time commitment will be a minimum of 20 days a year. Meetings will take place in HMLR offices across England and Wales.