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Annual report and Accounts 2019 to 2020

Making gambling fairer and safer

  1. Contents
  2. Accountability report
  3. Governance statement

Governance statement

The following governance statement by Neil McArthur is for the year ended 31 March 2020.

I became accounting officer on 28 February 2018, having joined the Commission in October 2006. This statement describes how I have carried out these duties and the key features of the governance structure that supported us in the financial year 2019-20.

The Gambling Commission Board

The Board has complied with government guidance for corporate governance in arms-length bodies. The appointments of three Commissioners came to an end during the year. There was a process during the year to recruit with the new Commissioners expected to be in place by the beginning of the 2020/21. In spite of the reduced numbers, the quorum was maintained and Committees remained operational.

New Commissioners go through an extensive programme of induction and training to ensure a solid foundation of knowledge about consumer issues in gambling, and the operating environment and diversity of the sector. We also work closely with DCMS to ensure careful management of recruitment of new Commissioners, so that at all times the board has sufficient experience and expertise.

Governance framework

The board of commissioners, led by the chair, Bill Moyes, oversees the business of the Commission. The day-to-day activity of the Commission is managed by the leadership team, led by me as chief executive and accounting officer.

Commissioners are responsible for the strategic direction of the organisation and oversee delivery of the Commission’s business plan. Commissioners also retain direct responsibility for some regulatory decisions, such as complex licence applications.

The Commission monitors its performance using an outcome-based framework built around its statutory duties and business plan. Performance against these outcomes is monitored by the board on a regular basis, with updates being provided by the Executive team on the Commission’s performance covering operational management and delivery and a range of strategic measures on at least a quarterly basis.

The accounting officer has personal responsibility for stewardship of the organisation’s resources, consistent with the duties and requirements set out in Managing Public Money.

The executive has overall accountability for delivery of the Commission’s strategic objectives. It is supported by the Finance and Performance Group, a group of programme directors and heads of functions, which monitors progress and resourcing in business plan delivery.

The Commission also reports on performance to DCMS, sharing the data and information set out in the management agreement.

Our governance structure

Our who we are section shows our highest levels of governance as well as our committees and expert advisory groups.

Our management, governance and assurance

Our Chief Executive is responsible for the following governance groups and our policies and procedures.

Committees and Boards executive groups

  • Finance and Performance Group
  • Strategy Coordination Group
  • Issue Management Group
  • Case Management Group
  • Policy Management Group.


  • Code of conduct for Commissioners
  • Employee code of conduct
  • Delegated authority policy
  • Information security policy
  • Health and safety policy
  • Data protection policy.

Standards and procedures

  • The Strategy Business plan
  • Risk management framework
  • Management statement and memorandum (with DCMS)
  • Statement of principles Bribery Act
  • HM Treasury financial reporting manual Managing public money.
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Corporate governance report
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Board performance
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