Cookies on the Gambling Commission website

The Gambling Commission website uses cookies to make the site work better for you. Some of these cookies are essential to how the site functions and others are optional. Optional cookies help us remember your settings, measure your use of the site and personalise how we communicate with you. Any data collected is anonymised and we do not set optional cookies unless you consent.

Set cookie preferences

You've accepted all cookies. You can change your cookie settings at any time.

Skip to main content


Corporate Governance Framework

Our corporate governance framework sets out the necessary responsibilities and procedures that guarantee we operate properly.

The role of the Chair

6. The Chair is responsible to the Secretary of State for ensuring that the Commission fulfils its statutory purpose as set out in our founding legislation, and that the Commission’s affairs are conducted with probity. The Chair also has a number of leadership responsibilities:

  • formulating the Board’s strategy for discharging its statutory duties
  • encouraging the highest standards of propriety
  • ensuring that the Board, in reaching decisions, takes proper account of guidance provided by the responsible minister or the Department
  • supporting the Accounting Officer in promoting the efficient and effective use of staff and other resources
  • supporting the Accounting Officer in delivering high standards of regularity and propriety
  • representing the views of the Board to the general public.

7. The Chair should ensure that:

  • the performance of the Board and its individual members are reviewed annually and operate effectively and to instigate remedial action should this not be the case
  • the Board has a balance of skills appropriate to directing the Commission’s business, consistent with the Code of Good Practice for Corporate Governance in central government departments1
  • Board members are fully briefed and understand their terms of appointment, duties, rights and responsibilities
  • when required, he or she, together with the other Board members, receives appropriate training on financial management and reporting requirements and on any differences that may exist between private and public sector practice
  • the responsible minister is advised of the Commission’s needs when Board vacancies arise, including the skills and capabilities needed for the Commission to fulfil its statutory purpose, consistent with the requirements of the Governance Code on Public Appointments2
  • he or she assesses the performance of individual Board members when being considered for re-appointment
  • there is a code of practice for Board members in place consistent with the Cabinet Office Code of Conduct for Board Members of Public Bodies.

8. The Chair should ensure that the Commissioners meet regularly throughout the year and that the minutes of meetings accurately record the decisions taken.

9. The Chair will ensure that, when new Commissioners take up office, they are fully briefed on their terms of appointment and on their rights, duties and responsibilities as a Commissioner.

10. The Chair will encourage Commissioners to participate in induction and development activities as appropriate.

Previous section
The Seven Principles of Public Life
Next section
Responsibilities of Commissioners
Is this page useful?