Appointment of Non-Executive Director (x2)

2gether support solutions

Apply now

Welcome

2gether is a wholly owned subsidiary of East Kent Hospitals University NHS Foundation Trust (EKHUFT), providing facilities, estates and property maintenance, capital projects, procurement and other professional and support services to the Trust.

Following my appointment as Chair, I am now eager to secure two Non-Executive Directors as we seek to develop 2gether, building our ability to provide industry-leading support solutions and facilities management to EKHUFT. I am highly ambitious to ensure we drive strategic alignment with our hospital Trust, focusing on value for money and financial discipline, improving our culture and workplace relationships, and ensuring the highest levels of patient experience and customer care.

2gether manages multiple sites and buildings and has achieved several national awards in waste management, capital projects and cleanliness. Our services are extensive; each year we provide 850,000 patient meals, answer 1.2 million helpdesk calls, complete 420,000 portering tasks, collect 840,000 medical samples, and clean over 6.7 million laundry items.

2gether has more than 1,500 staff members and as a disability confident employer, is proud of its inclusive hiring practices and its commitment to fostering a workplace where everyone can thrive. We are accredited Training Members of the British Institute of Cleaning Science (BICS), and prioritise training and development, offering technical and staff apprenticeships and various management development programmes.

2gether forms part of the EKHUFT Group and shares East Kent Hospitals’ drive to improve the standard of care we offer our patients and communities. We have a strong focus on the work required to put the Trust on a more sustainable footing while improving our estates and their management.

For our first NED appointment, we wish to find an individual familiar with the NHS or wider public or private sectors (as an executive or non-executive), who understands what it takes to manage the delivery of services with a strong focus on the needs of the customer base they serve. This position is available to be appointed immediately.

For the second NED appointment we wish to make, we are looking for an individual with financial expertise and ideally a knowledge of the subsidiary model to become Non-Executive Director and Chair of Audit. The start date for this position can be agreed upon, as the current incumbent has been extended temporarily.

Regardless of which role you may wish to apply for, we want individuals who possess the necessary skills and experience to help propel 2gether’s vision as a key part of the EKHUFT Group, as well as a commitment to uphold our values.

We collectively are committed to cultivating a culture of excellence that thrives on the skill and innovation of our staff. To effectively achieve this, we need a Board that reflects a broad diversity of backgrounds and skills, and we warmly encourage applications from individuals from under-represented groups.

I invite you to explore the information available on our website and to discuss the role with colleagues at Anderson Quigley. If you are dedicated to positioning 2gether as a leading provider of facilities and estates management, I look forward to receiving your application.

Thank you once again for your interest,

Jo Hills
Chair

About 2gether

Our vision is simple: we’ll always deliver brilliant support solutions and facilities management for our customers.

Our vision is simple: we’ll always deliver brilliant support solutions and facilities management for our customers.

2gether Support Solutions was formed in April 2018 as a new, wholly owned subsidiary company of the one of the largest hospital trusts in England, East Kent Hospitals University Foundation Trust (EKHUFT). The Trust established the company to reflect its strategic aim to secure strong vibrant and cost effective core facilities and support services for the long term, having signed a 25-year contract with 2gether.

Recognising that these services would be best delivered in a new service model, a private independent trading company was formed, to build on the existing service model whilst developing opportunities for greater service provision in the future.

The Trust has formed the company with social values at its core, ensuring that patients, staff and the local community benefit from the way we operate. Whilst 2gether remains 100% publicly owned with the Trust being its only shareholder, we deliver commercial services to third parties and will build on this in coming years.

Our services include catering and retail, cleaning, portering, procurement and supply chain, medical equipment services, accommodation, logistics, laundry, estates maintenance, engineering services and capital projects.

 

Our mission statements and values


 

Meet our teams

Meet our laundry team

Meet our parking team

Meet our housekeeping team

2gether Support Solutions: National Healthcare Estates and Facilities Day, 2025

 

 

The roles

Non-executive director, Chair of Nominations and Remuneration (People) Committee (AQ3373)

Apply now

THE ROLE OF THE BOARD

The Board approves annually the business growth and delivery plan of the company and is responsible for holding the management of the company to account for the delivery of the business plan .

The Board of directors consists of four non-executive directors including the chair, and two executive directors, including the managing director. They are collectively responsible for the exercise of powers and the performance of the company.

The general duty of the Board and of each director individually is to act with a view to promoting the success of 2gether Support Solutions to maximise the benefits for EKHUFT (our sole shareholder) and its patients.

Its role is to provide entrepreneurial leadership of the company within a framework of prudent and effective controls, which enables risk to be assessed and managed. It is responsible for:

  • Ensuring the quality and safety of services provided to patients and applying standards of governance set out by Companies House.
  • Setting the company’s vision, values and standards of conduct, and ensuring that its obligations to its staff are understood, clearly communicated and met. In developing and articulating a clear vision for the company, it should be a formally agreed statement of the company’s purpose and intended outcomes which can be used as a basis for the company strategy, planning and other decisions.
  • Ensuring compliance, including mandatory guidance, relevant statutory requirements and contractual obligations.
  • Setting the company’s strategic aims at least annually, taking into consideration the views of the stakeholder, ensuring that the necessary financial and human resources are in place for the company to meet its priorities and objectives, and then periodically reviewing progress and management performance.
  • Ensuring that the company exercises its functions effectively, efficiently and economically.
  • Hold the senior management accountable for upholding the highest standards of integrity and probity in line with the UK Corporate Governance Code (the code) and standard operating instructions.

The Board of Directors keeps its performance and effectiveness under ongoing review. It undertakes a self-assessment of effectiveness supported by post Board of Directors’ meeting reflections, a development programme, the review of governance arrangements, and any committees’ annual self-assessment exercises.

The Board of Directors maintains continuous oversight of the company’s risk management and internal control systems with regular reviews covering all material controls, including financial, operational and compliance controls.

The Board of Directors reports on internal control through the annual governance statement as part of the annual report and accounts.

 

RESPONSIBILITY OF NON-EXECUTIVE DIRECTORS

Non-executive directors have a responsibility to:

  • Act as a member of the main Board at all times, taking decisions of the Board of Directors in accordance with appropriate principles of collective responsibility.
  • Positively promote the success of the company and provide advice, guidance, and general counsel and support to the directors on issues impacting the business.
  • Support the chair, other directors and the managing directors in promoting the company’s values.
  • Support a positive culture throughout the company and adopt behaviours in the Boardroom and elsewhere that exemplifies the corporate culture.
  • Challenge the Board concerning the decisions they make. This includes having the strength to bring a new perspective to decisions.
  • Develop and deliver the vision and strategic plan.
  • Ensure that financial information and that financial controls and systems of risk management are robust and defensible.
  • Act as a constructive critic to the Board of directors and the senior leadership team.
  • Bring an independent perspective to the Board of Directors, ensuring that a wider view of external issues which will affect the company and its business environment is taken.
  • Develop and deliver the company’s corporate risk strategy.
  • Support and challenge, where appropriate, the Board of directors to ensure the highest standards of corporate governance are adhered to and appropriate business decisions are made.
  • Help develop proposals on values and standards.

Further responsibilities include:

  • Participating in the appraisal of the managing director, their fellow non-executive directors and the chair.
  • Appointing, overseeing and supporting the managing director.
  • Supporting the Board of directors in succession planning and appointing directors and making recommendations for the removal of directors.
  • Relations with the company’s shareholder (East Kent Hospitals University NHS Foundation Trust).

DUTIES OF NON-EXECUTIVE DIRECTORS

Non-executive directors have a duty to:

Conform with the code of conduct for Directors and act in the best interest of the Company at all times;

  • Satisfy themselves as to the integrity of information;
  • Satisfy themselves that quality controls and systems of risk management and governance are sound and that they are used;
  • Commission and use external advice as necessary; and ensure that they receive adequate information in the form that they specify and monitor the reporting of performance.
  • Bring an independent perspective to the Board of Directors, ensuring that a wider view of external issues which will affect the Company and its business environment is taken
  • Ensure that the Board of Directors establishes clear objectives and delivers agreed plans, ensuring that there is a regular review of performance against the set objectives.
  • Scrutinise how the Board of Directors and Managing Director performs against organisational goals and objectives.

Person Specification

QUALIFICATIONS & SKILLS

Essential

  • Non-executive director 1, also Chair of Nominations and Remuneration (People) Committee: Familiarity with NHS/ public sector/ commercial employment contracts and pay frameworks, disclosure and reporting requirements, remuneration experience/ expertise, Board assessments and development, succession planning, developing an effective corporate culture, FM/ professional services and/or healthcare services experience. Strategic leadership of operational services, service excellence, reputation management, contract-based business models, regulated/ complex client management.
  • Non-executive director 2, also Chair of Audit and Risk Committee: Accounting/ finance qualification (e.g. ICAEW, ACCA, CIMA or equivalent), experience of overseeing/ leading internal and external audit functions, audit effectiveness reviews, detailed knowledge of UK GAAP/ IFRS and audit standards/ reporting requirements, financial and operational control governance, understanding of risks specific to FM/ healthcare operating environments (e.g. contract, outsourcing, people, union, H&S, cyber/ data security), experience of resilience and continuity oversight, fraud prevention and whistleblowing
  • A deeply-rooted commitment to the delivery of safe, high-quality, compassionate and joined-up services, and to its continuous improvement
  • Ability to fulfil fit and proper person requirements of the role
  • Sound knowledge of corporate governance
  • Clear understanding, and acceptance, of the legal duties, liabilities, and responsibilities of Non-Executive Directors
  • Politically astute, with the ability to grasp relevant issues and understand relationships between interested parties
  • Ability to understand complex strategic issues, analyse and resolve difficult problems

VALUES

Essential

  • A commitment to public sector values and principles
  • Ability to work with and influence senior leaders in the NHS across all professional/management disciplines

EXPERIENCE

Essential

  • Proven leadership skills
  • Ability to work with and influence senior leaders across all professional/management disciplines
  • High level of understanding and interest in providing facilities, property, procurement and professional services to the NHS
  • Clear understanding, and acceptance, of the legal duties, liabilities, and responsibilities of Non-Executive Directors
  • Sufficient time and commitment to fulfil the role

Desirable

  • The temperament, ability and experience to work at a strategic Board level (previous Board-level experience is desirable, but not essential) as full support will be offered
  • Previous experience of chairing committees is desirable, but not essential as full support will be given
  • Awareness / willingness to develop an awareness of issues affecting the local population which may affect the delivery of our services
Apply now

Non-executive director, Chair of Audit and Risk Committee (AQ3380)

Apply now

THE ROLE OF THE BOARD

The Board approves annually the business growth and delivery plan of the company and is responsible for holding the management of the company to account for the delivery of the business plan .

The Board of directors consists of four non-executive directors including the chair, and two executive directors, including the managing director. They are collectively responsible for the exercise of powers and the performance of the company.

The general duty of the Board and of each director individually is to act with a view to promoting the success of 2gether Support Solutions to maximise the benefits for EKHUFT (our sole shareholder) and its patients.

Its role is to provide entrepreneurial leadership of the company within a framework of prudent and effective controls, which enables risk to be assessed and managed. It is responsible for:

  • Ensuring the quality and safety of services provided to patients and applying standards of governance set out by Companies House.
  • Setting the company’s vision, values and standards of conduct, and ensuring that its obligations to its staff are understood, clearly communicated and met. In developing and articulating a clear vision for the company, it should be a formally agreed statement of the company’s purpose and intended outcomes which can be used as a basis for the company strategy, planning and other decisions.
  • Ensuring compliance, including mandatory guidance, relevant statutory requirements and contractual obligations.
  • Setting the company’s strategic aims at least annually, taking into consideration the views of the stakeholder, ensuring that the necessary financial and human resources are in place for the company to meet its priorities and objectives, and then periodically reviewing progress and management performance.
  • Ensuring that the company exercises its functions effectively, efficiently and economically.
  • Hold the senior management accountable for upholding the highest standards of integrity and probity in line with the UK Corporate Governance Code (the code) and standard operating instructions.

The Board of Directors keeps its performance and effectiveness under ongoing review. It undertakes a self-assessment of effectiveness supported by post Board of Directors’ meeting reflections, a development programme, the review of governance arrangements, and any committees’ annual self-assessment exercises.

The Board of Directors maintains continuous oversight of the company’s risk management and internal control systems with regular reviews covering all material controls, including financial, operational and compliance controls.

The Board of Directors reports on internal control through the annual governance statement as part of the annual report and accounts.

 

RESPONSIBILITY OF NON-EXECUTIVE DIRECTORS

Non-executive directors have a responsibility to:

  • Act as a member of the main Board at all times, taking decisions of the Board of Directors in accordance with appropriate principles of collective responsibility.
  • Positively promote the success of the company and provide advice, guidance, and general counsel and support to the directors on issues impacting the business.
  • Support the chair, other directors and the managing directors in promoting the company’s values.
  • Support a positive culture throughout the company and adopt behaviours in the Boardroom and elsewhere that exemplifies the corporate culture.
  • Challenge the Board concerning the decisions they make. This includes having the strength to bring a new perspective to decisions.
  • Develop and deliver the vision and strategic plan.
  • Ensure that financial information and that financial controls and systems of risk management are robust and defensible.
  • Act as a constructive critic to the Board of directors and the senior leadership team.
  • Bring an independent perspective to the Board of Directors, ensuring that a wider view of external issues which will affect the company and its business environment is taken.
  • Develop and deliver the company’s corporate risk strategy.
  • Support and challenge, where appropriate, the Board of directors to ensure the highest standards of corporate governance are adhered to and appropriate business decisions are made.
  • Help develop proposals on values and standards.

Further responsibilities include:

  • Participating in the appraisal of the managing director, their fellow non-executive directors and the chair.
  • Appointing, overseeing and supporting the managing director.
  • Supporting the Board of directors in succession planning and appointing directors and making recommendations for the removal of directors.
  • Relations with the company’s shareholder (East Kent Hospitals University NHS Foundation Trust).

DUTIES OF NON-EXECUTIVE DIRECTORS

Non-executive directors have a duty to:

Conform with the code of conduct for Directors and act in the best interest of the Company at all times;

  • Satisfy themselves as to the integrity of information;
  • Satisfy themselves that quality controls and systems of risk management and governance are sound and that they are used;
  • Commission and use external advice as necessary; and ensure that they receive adequate information in the form that they specify and monitor the reporting of performance.
  • Bring an independent perspective to the Board of Directors, ensuring that a wider view of external issues which will affect the Company and its business environment is taken
  • Ensure that the Board of Directors establishes clear objectives and delivers agreed plans, ensuring that there is a regular review of performance against the set objectives.
  • Scrutinise how the Board of Directors and Managing Director performs against organisational goals and objectives.

Person Specification

QUALIFICATIONS & SKILLS

Essential

  • Non-executive director 1, also Chair of Nominations and Remuneration (People) Committee: Familiarity with NHS/ public sector/ commercial employment contracts and pay frameworks, disclosure and reporting requirements, remuneration experience/ expertise, Board assessments and development, succession planning, developing an effective corporate culture, FM/ professional services and/or healthcare services experience. Strategic leadership of operational services, service excellence, reputation management, contract-based business models, regulated/ complex client management.
  • Non-executive director 2, also Chair of Audit and Risk Committee: Accounting/ finance qualification (e.g. ICAEW, ACCA, CIMA or equivalent), experience of overseeing/ leading internal and external audit functions, audit effectiveness reviews, detailed knowledge of UK GAAP/ IFRS and audit standards/ reporting requirements, financial and operational control governance, understanding of risks specific to FM/ healthcare operating environments (e.g. contract, outsourcing, people, union, H&S, cyber/ data security), experience of resilience and continuity oversight, fraud prevention and whistleblowing
  • A deeply-rooted commitment to the delivery of safe, high-quality, compassionate and joined-up services, and to its continuous improvement
  • Ability to fulfil fit and proper person requirements of the role
  • Sound knowledge of corporate governance
  • Clear understanding, and acceptance, of the legal duties, liabilities, and responsibilities of Non-Executive Directors
  • Politically astute, with the ability to grasp relevant issues and understand relationships between interested parties
  • Ability to understand complex strategic issues, analyse and resolve difficult problems

VALUES

Essential

  • A commitment to public sector values and principles
  • Ability to work with and influence senior leaders in the NHS across all professional/management disciplines

EXPERIENCE

Essential

  • Proven leadership skills
  • Ability to work with and influence senior leaders across all professional/management disciplines
  • High level of understanding and interest in providing facilities, property, procurement and professional services to the NHS
  • Clear understanding, and acceptance, of the legal duties, liabilities, and responsibilities of Non-Executive Directors
  • Sufficient time and commitment to fulfil the role

Desirable

  • The temperament, ability and experience to work at a strategic Board level (previous Board-level experience is desirable, but not essential) as full support will be offered
  • Previous experience of chairing committees is desirable, but not essential as full support will be given
  • Awareness / willingness to develop an awareness of issues affecting the local population which may affect the delivery of our services
Apply now

Terms of appointment

Non-Executive Directors of 2gether Support Solutions will be paid £12,000 per annum for an initial 3- year term.

Please be aware that the Chair of Audit will be paid £13,000 per annum given the additional responsibilities.

The time commitment needed to fulfil this is between 3-4 days each month.

The upcoming meeting dates are:

  • 11th December 2025
  • 12th February 2026
  • 14th May 2026
  • 13th August 2026
  • 12th November 2026

Further requirements

  • Each candidate is responsible for understanding that working in any part of the UK without appropriate registration, or after being erased from a professional register, may constitute an offence.
  • The individual has the qualifications, competence, skills and experience which are necessary for the relevant office or position or the work for which they are employed.
  • The individual is able by reason of their health, after reasonable adjustments are made, to properly perform tasks which are intrinsic to the office or position for which they are appointed or to the work for which they are employed.
  • Must abide by the Nolan Principles’ seven core standards for conduct in public life: selflessness, integrity, objectivity, accountability, openness, honesty and leadership
  • The individual has not been responsible for, been privy to, contributed to or facilitated any serious misconduct or mismanagement while carrying out regulated activity or providing a service elsewhere, which, if provided in England, would be a regulated activity.
  • None of the grounds of unfitness specified in Part 1 of Schedule 4 of the [please specify which] act may apply to candidates (e.g. bankruptcy, sequestration and insolvency appearing on barred lists and being prohibited from holding directorships under other laws).
  • Candidates should ensure that they can make sufficient time available to discharge their responsibilities efficiently. Prior to taking the appointment the successful candidate should inform 2gether of any other relevant time commitments.

How to apply

Anderson Quigley is acting as an advisor to 2gether Support Solutions. An executive search process is being carried out by Anderson Quigley in addition to the public advertisement.

The closing date for applications is noon on 07 November 2025.

Applications should consist of:

  • A full CV.
  • A covering letter setting out your interest in the role and details of how you match the criteria outlined in the person criteria.
  • Details of two referees, though please note that we will not approach your referees without your prior consent and only should you be shortlisted.
  • A completed Fit & Proper person declaration form 

Should you wish to discuss the role in strict confidence, please contact Helene Usherwood at helene.usherwood@andersonquigley.com or +44 (0)7719 322 669 or Elyse Turner-Pearce at elyse.turner-pearce@andersonquigley.com +44 (0)7808 648 559.

Timetable

Role closes Friday 07 November
Preliminary interviews by AQ Wednesday 19 November – Tuesday 25 November
Shortlist meeting Friday 28 November
Final Panel Interviews  Monday 08 December (in-person in Ashford)
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