Policy
Corporate Governance Framework
Our corporate governance framework sets out the necessary responsibilities and procedures that guarantee we operate properly.
15 - The Chair’s role and responsibilities
15.1. The Chair is responsible for leading the board in the delivery of its responsibilities. Such responsibility should be exercised in the light of their duties and responsibilities as set out in their contract of employment and appointment letter, the priorities in the chair’s letter issued to them by the sponsor team, the statutory authority governing the Gambling Commission (the Commission), this document and the documents and guidance referred to within this document.
15.2. Communications between the Commission’s Board and the responsible Minister should normally be through the Chair. The Chair’s performance will be reviewed annually, conducted by the Department for Digital, Culture, Media and Sport (DCMS).
15.3. The Chair is bound by the Code of Conduct for Board Members of Public Bodies (opens in a new tab), which covers conduct in the role and includes the Nolan Principles of Public Life (opens in a new tab).
15.4. In addition, the Chair is responsible for:
- ensuring including by monitoring and engaging with appropriate governance arrangements that the Commission’s affairs are conducted with probity
- ensuring that policies and actions support the responsible Minister’s and where relevant other Ministers’ wider strategic policies and where appropriate, these policies and actions should be clearly communicated and disseminated throughout the Commission.
15.5. The Chair has the following leadership responsibilities:
- formulating the Board’s strategy for discharging its statutory duties
- ensuring that the Board, in reaching decisions, takes proper account of guidance provided by the responsible Minister or the department
- supporting the Accounting Officer (AO) in promoting the efficient and effective use of staff and other resources
- supporting the AO in delivering high standards of regularity and propriety
- representing the views of the board to the general public.
15.6. The Chair also has an obligation to ensure that:
- the work of the Board and its members is reviewed and is working effectively including ongoing assessment of the performance of individual board members with a formal annual evaluation and more in-depth assessments of the performance of individual board members when being considered for re-appointment
- in conducting assessments that the view of relevant stakeholders including employees and the sponsorship team are sought and considered
- the Board has a balance of skills appropriate to directing the Commission’s business, and that all directors including the Chair and Chief Executive continually update their skills, knowledge and familiarity with the Commission to fulfil their role both on the Board and committees. This will include but not be limited to skills and training in relation to financial management and reporting requirements, risk management and the requirements of board membership within the public sector
- board members are fully briefed on terms of appointment, duties, rights and responsibilities
- the Chair, 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
- there is a Board Operating Framework in place setting out the role and responsibilities of the board consistent with the Government Code of Good Practice for Corporate Governance
- 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.
Last updated: 16 January 2024
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