18 September 2025 - Minutes of the meeting of the Board of Commissioners
Minutes of the meeting of the Board of Commissioners, Thursday 18 September 2025.
10:00 Board room at Victoria Square House, Birmingham.
Commissioners:
- Charles Counsell (Interim Chair)
- Lloydette Bai-Marrow
- Helen Dodds
- Sheree Howard
- Claudia Mortimore
- Helen Phillips
- Andrew Rhodes
- David Rossington.
Executive team:
- Helen Child
- Katharine Diamond
- Sarah Gardner
- Helen Gibson
- Tim Miller
- Alistair Quigley
- John Tanner.
In attendance:
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- Ben Dean (Department for Culture, Media & Sport (DCMS), items 7, 8 and 9 only)
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Absent: None
Apologies:
- Natasha Harris
- Lucy Denton.
1. Private Session for Commissioners and Secretariat
This session was not minuted.
2. Welcome, apologies and declarations of Interest
Apologies were noted from Lucy Denton, REDACTED and Natasha Harris. Helen Phillips gave apologies for leaving at 12.45pm.
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Board noted attendance from DCMS (Ben Dean and REDACTED) in respect of the items noted in the agenda.
There were no new declarations of interest.
3. Minutes, actions and forward look
Minutes of the meeting of 17 July 2025 and 1 August 2025
Board agreed the minutes of the meeting of 17 July 2025 as a true record, subject to minor drafting amendments.
Board agreed the minutes of the Extraordinary meeting of 1 August 2025 as a true record.
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BER actions: progress review
Board were asked to note the BER actions for information and to agree to close those actions marked as “propose to close”.
Board advised that action 25/4, relating to Away Days, should remain open.
Forward Look
Board were asked to note and comment on the Forward Look for information. Board were advised that the Risk Appetite draft statement will move to February or March 2026 to reflect the changes arising from the fees review discussion.
4. Chair's Report
Board were asked to note the report for information and to raise questions on any particular areas of interest.
Board were advised that the Chair recruitment exercise will be re-run.
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Board were advised that the November Away Day will cover strategy and board effectiveness. The strategy element will kick off the work on the next corporate strategy from 2027 onwards.
A Chair’s Forum meeting will be held on 9 November 2025. Invites have been sent to the Chairs of the 11 largest gambling operators, with 9 confirmed attendees so far. The Chair of the BGC had also been invited. Board noted that the intent of this session is to focus on the Chairs so additional Gambling Commission attendees will be limited. The Deputy Chief Executive will attend.
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The Chair and the Committee Chairs have met to review and align forward looks. Board also noted positive feedback following the last Board meeting from presenters, and that feedback will be sought following Board and Committee meetings going forward.
5. CEO's Report
Board were asked to note the CEO’s report for information and ask questions on any particular areas of interest.
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7. DCMS update from Ben Dean (oral update)
Ben Dean provided an oral update, noting that the recent reshuffle resulted in continuity for the Department, with Lisa Nandy and Baroness Twycross retaining their roles. Baroness Twycross will now cover an extended portfolio including heritage, museums and culture. Iain Murray will represent gambling issues in the Commons, although he does not have any policy role.
Board were advised that Number 10 changes are still in motion and DCMS are awaiting an update on the policy unit and their approach, noting that the growth agenda remains a key focus.
With respect to the Minister’s areas of focus, Board were advised that she has an interest in the illegal market, community aspects such as the issues being raised about Adult Gaming Centres and reminding local authorities of their powers, and the lottery work in respect of 4NL and the wider work.
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On ALB reform, Board were advised that it is normal for any change of government to look at reviewing organisations. The push for this government has been around the administrative burden of regulators and how that can be reduced – that applies to all regulators but in particular financial regulators. DCMS sponsors more ALBs than any other department – around 40 – and some areas will be in focus. Ministers so far have been pragmatic but do want to understand what the options are.
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8. Strategic Risk Review
Board received the paper for assurance, noting that the fees risk is the Commission’s highest scored strategic risk.
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Paragraph 25 of the paper presents plans regarding risk appetite and Board were advised that these have now been revised to allow for more time for engagement on the fees position. This also presents an opportunity to integrate risk appetite for AI and changes to 4NL programme structure.
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Board were advised that the new risk system (Corestream) had been implemented, with every risk, action, issue, and control having been migrated into the system. Over 100 people had been trained, and the training had received positive feedback. The system has succeeded in driving higher levels of engagement than the previous use of separate spreadsheets. It is very helpful to be able to look at the data in one place and make connections between risks, causes and controls; this will support our analysis, but it does not do the work for us. There is significant further work required to develop, for example, standardisation of controls.
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Board reflected on how far risk management had come in the last 2 years within the Commission and congratulated the risk team on their work.
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10. AML Annual Report
Board received the report for information noting that the report has been discussed at Audit and Risk Committee.
11. Impact measures: progress and development
Board received the paper for information noting the progress made since the Board Away Day on the development of impact metrics.
Board welcomed the paper and enquired about the timescales for reaching initial conclusions (recognising the ongoing and iterative nature of the work). Board noted that the work is focused on existing work where opportunities arise rather than a team driving the development. As such there is no overarching project timeline.
Board noted that the ability to populate some metrics in the future. Board enquired how impact metrics are reported to Board as there is no regular reporting. Board were advised that external reporting is updated quarterly but a bi-annual report to Board would be proportionate in showing change.
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Board enquired whether the next strategy would consider measuring existing baselines and were advised that this was a consideration for the next business plan but a key issue for the next Corporate Strategy.
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13. Performance reporting
Board received the report and noted comments by exception. The papers cover performance to the end of July 2025.
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14. Finance and Procurement Reports
Board noted the papers cover the period to the end of July 2025. Since that date the dilapidations provision has been released back to Income and Expenditure following the signing of the lease extension for VSH. REDACTED There will be a small benefit from the recovery of costs in relation to the levy as well as potential research cost tradeoffs. The Commission is still carrying vacancies and implications of filling those will be considered through Change and Resilience subcommittee.
Board welcomed the procurement report and the progress made in the Commercial space but were advised that the team is very small and there is a need to prioritise limited resources.
15. Sustainability and Climate Change Strategy development
Board noted that the paper has been shared with Board as the Chair of the Audit and Risk Committee is required to sign a letter annually in respect of the DCMS Group Annual Accounts and sustainability is one of the elements that is covered.
Board noted that the Facilities team regularly report on the greening commitments of the Commission. As the Commission is in a leased building, a lot of the changes that can be made are behavioural changes. Board are asked to consider additional practices that could be introduced, along with a sustainability policy for the Commission.
Board welcomed the report and noted the need to demonstrate compliance with the functional standards. The Commission does report annually on sustainability through the Annual Report and Accounts but does not currently have a sustainability policy. Board asked if a training approach could be considered that would raise awareness and discussion rather than e-learning. Board noted the need to consider the questions that are asked in selecting suppliers, noting that current practice is probably of a minimum standard but could be built into procurement processes.
Board noted the opportunities for change in considering the next accommodation option for the Commission, and were advised that there is a pivotal point in the next lease negotiations. Board enquired about the use of AI from a sustainability perspective noting the use of energy associated with AI. Board were advised that the question is probably well ahead of where the Commission is in respect of sustainability.
Board noted that sustainability in contracts is considered throughout the supply chain and suppliers need to demonstrate their approaches to being part of the supplier frameworks. Board noted that Facilities would like sustainability to be an element of an internal Gambling Commission framework which goes beyond the procurement requirements.
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16. Expert Groups update and engagement plan
Board received the paper for discussion and noted the updates provided on the activity undertaken by the Expert Groups. Board noted that Expert Groups will be asked to attend Board events at least once a year. The Advisory Board for Safer Gambling has been informed this week that the group has been closed. The other Expert Groups have been informed ahead of a press report on Friday. There has been no comment or feedback on the closure to date.
Board were advised that ABSG will be closed with effect from 16 October 2025. In respect of recruitment for new chairs for the other Expert Groups, Board noted that the Lived Experience Advisory Panel (LEAP) has co-chairs in place until next year, and the Digital Advisory Panel has agreed a Chair. Industry Forum is more challenging because of conflicts of interest - there is an option under consideration for appointment within the group. Board were advised that the contingency plan in case a new Chair cannot be appointed needs to be considered although in reality, it is likely that another member of the Forum could step in on a temporary basis.
In respect of liaison between the Expert Groups, there is more work to be done in this area but there does need to be a balance on the demands on the individual groups.
17. Any Other Business and Review of the meeting
Board noted an update on the recruitment to the Executive Director (Operations). The first round of recruitment was unsuccessful. The recruitment has been re-run, with shortlisting and interviews scheduled.
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Attendees reviewed the meeting and noted the following key points:
The variety of papers was good but there were issues with the balance of agenda items with timing changes and some colleagues stood down from attending.
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The fees discussion was useful but could have engaged more on the role of the regulator and the strategic impact of a reduced Commission rather than a focus on the options for consultation.
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