HMRC was established by the Commissioners for Revenue and Customs Act (CRCA) 2005, which gives the legal powers and responsibilities of the department to Commissioners appointed by the Queen.
HMRC’s status as a non-ministerial department is intended to ensure that the administration of the tax system is fair and impartial.
Jim Harra is the Interim Chief Executive, responsible for delivering the departmental strategy and for the organisation’s performance.
Together with the Executive Committee he is responsible for running HMRC.
We have a Lead Non-Executive, Mervyn Walker, who chairs the HMRC Board.
Together with the Board, the Lead Non-Executive provides challenge and advice to the Permanent Secretaries and the Executive Committee on the design of HMRC’s strategy and on its implementation, including reviewing and challenging performance against the department’s business plan.
Our Commissioners are responsible for the collection and management of revenue, the enforcement of prohibitions and restrictions and other functions, such as the payment of tax credits. They exercise these functions in the name of the Crown.
The Commissioners are also entitled to appoint officers of Revenue and Customs who must comply with their directions. The way in which the Commissioners conduct their business is governed by the Commissioners for Revenue and Customs Act. Decisions relating to the resolution of our largest and most sensitive cases are decided by three Commissioners, chaired by the Tax Assurance Commissioner.
HMRC currently has 6 Commissioners:
The Executive Committee is the department’s main executive forum and the primary place in which Commissioners make their decisions. Individual committee members have portfolios of responsibility that span each line of HMRC business and corporate service function.
The Executive Committee oversees and assures all of HMRC’s work and is responsible for setting and delivering strategy. It also oversees the department’s performance, both in terms of immediate and future objectives.
Within a dedicated performance hub, displaying performance indicators agreed by the committee, it analyses HMRC performance against targets and considers ways to improve performance in all areas, including both customer service and value for money.
The Executive Committee is additionally supported by 3 sub-committees:
- Strategy and Design Committee
- Organisational Capabilities Committee
- Strategic Performance and Resources Committee
Strategy and Design Committee
The Strategy and Design Committee provides high level oversight and direction of HMRC’s corporate and functional strategies and their implementation across the HMRC Business Framework. It also acts as the corporate design authority that masters HMRC high level design.
Organisational Capabilities Committee
The Organisational Capabilities Committee leads the identification, definition and development of the Organisational Capabilities (human, tangible and intangible) required to fulfil HMRC’s strategic ambitions. The Committee is responsible for reviewing the effectiveness of organisational capabilities.
Strategic Performance and Resources Committee
The Strategic Performance and Resources Committee provides strategic oversight of the resources available to HMRC and strategic performance against the Business Plan. It will provide oversight of key corporate performance, efficiency, and productivity; highlighting opportunities, strategic gaps and issues. It will also oversee the strategic investment process.
The role of HMRC’s Board is critical to our success as a non-ministerial department. The Board consists of the Lead Non-Executive, the Non-Executive Board Members, the Permanent Secretaries and the Chief Finance Officer as the standing members, with other executives attending as the agenda on risks and decisions dictate.
The Board is chaired by Mervyn Walker, as Lead Non-Executive, and helps to guide the department strategically by drawing upon wide-ranging public and private sector expertise.
The Board provides challenge, advice and assurance to the Permanent Secretaries and the executive team on developing and implementing their strategy, business plan and performance against that plan. The Board is advisory and does not have a role in operational decision-making, tax policy or individual taxpayer matters.
The Board is chaired by HMRC’s Lead Non-Executive. It is comprised of some of the members of the Executive Committee and Non-Executives:
The Board is assisted by 3 further non-executives who serve on the Board’s committees:
The Lead Non-Executive leads an annual evaluation of the performance of the Board.
The department reports on how the Board operates in the Corporate Governance Statement within the annual report and accounts. This includes the attendance record at Board meetings.
The Board’s role is to help HMRC deliver its agenda and maximise its performance. The Board provides challenge and assurance to the Permanent Secretaries and Executive Committee on the design of HMRC’s strategy and on its implementation including reviewing and challenging performance against the department’s business plan. Non-Executive Board members provide an external perspective and use their skills and experience to advise the department.
The Board does not have a role in day-to-day operational decision-making, nor in tax policy or individual taxpayer matters.
The Board provides:
- challenge: reviewing and challenging the department’s business plan and performance against that plan, with particular reference to agreed strategic priorities
- expertise: providing wider public and private sector expertise to inform the delivery of strategy and to improve HMRC’s performance; It also advises the Chief Executive on senior appointments
- strategy: assuring that HMRC’s strategic direction is clear and deliverable, taking into account risk and focusing on the long-term success of the Department and value for the taxpayer
- assurance: providing the Chief Executive, as Principal Accounting Officer, with assurance that the financial statements are factually accurate, that risk management processes are robust, and that control processes across HMRC are strong and appropriate
- stakeholder views: reflecting the views of HMRC’s external stakeholders; supporting HMRC to develop stakeholder communications plans; and using the cross-government network of Non-Executive directors to bring insight and intelligence to support the Executive Committee in identifying challenges and opportunities
The Board meets monthly.
Non-Executive Board members
The non-executives on the Board bring with them a wealth of experience from a range of backgrounds, including data analytics, human resources, IT, accountancy and the tax profession. Their skills and professional background brings an external perspective to the advice the Board gives to help shape strategy and challenge performance.
The Non-Executive Board members were appointed following recruitment exercises held in accordance with Cabinet Office guidance.
The Board’s committee structure consists of the Board and 3 supporting committees:
- People and Nominations Committee
- Audit and Risk Committee
- Customer Experience Committee
Work is delegated to Board committees, where smaller groups of non-executives and Executive Committee members can examine issues in more detail and present their findings to the Board for discussion and conclusion.
People and Nominations Committee
The People and Nominations Committee provides advice and scrutiny for the HMRC Board on the development and implementation of the department’s people strategy, the effectiveness of nominations arrangements within HMRC, and HMRC’s ability to meet its legislative responsibilities in relation to its people.
These legislative responsibilities include health and safety, the Equality Act and equal pay opportunities. This committee was renamed from the People, Nominations and Governance Committee in September 2017, after the Board moved oversight of departmental governance issues to the Audit and Risk Committee. The committee is chaired by Mervyn Walker.
The committee provides advice and scrutiny for the Board and Chief Executive on:
- nominations arrangements within HMRC
- succession planning for appointments to the Executive Committee and the Board, so it can maintain an appropriate balance of skills and experience
- the identification and development of leadership capability and high potential across the department
- the incentive and reward strategy for the department
- HR support for the department’s strategic direction and key HR performance indicators
HMRC’s ability to meet its legislative responsibilities in relation to its people, including health and safety, the Equality Act and equal opportunities
Audit and Risk Committee
The Audit and Risk Committee provides assurance to the Board and the Principal Accounting Officer on the accuracy and precision of financial statements and the strength of risk management and control processes across HMRC.
Its scope covers all aspects of HMRC business and aspects relating to the Valuation Office Agency (VOA), as escalated. The chair of the Audit and Risk Committee will attend at least one meeting annually of the VOA Audit and Risk Committee.
The committee advises the Board and the Principal Accounting Officer on:
- assurance processes and actions in relation to management of risks in an HMRC context
- strategic processes for risk, control and governance of the accounting policies, the accounts, the Tax Assurance Commissioner’s annual report and the annual report of the organisation, including the Resource Accounts, Trust Statement and the National Insurance Fund Accounts
- recommending follow-up action in response to reviews of processes in settled tax cases
- the planned activity and results of both internal and external audit
- the adequacy of management response to issues identified by audit activity
- when necessary, proposals for tendering audit services from contractors who provide audit services to the department
- anti-fraud policies, whistleblowing
- processes and arrangements for special investigations
Customer Experience Committee
The Customer Experience Committee assists the Commissioners of HMRC in their statutory obligation to report annually on the extent to which HMRC has demonstrated the standards of behaviour and values included in Your Charter and complies with the legal obligation to periodically review the content.
The purpose of the committee is to support and challenge ExCom on customer experience-related issues and to help the department deliver on its strategic objectives.
The committee does this by:
- challenging and supporting HMRC to tackle high level risks to the department
- examining planned changes to ensure that the impact on customers has been sufficiently considered
- providing advice on how relevant policies, strategies and practices can be improved
- identifying priority areas in the end-to-end customer experience where improvements are necessary
The committee publishes a report each year that sets out HMRC’s performance against Your Charter, and includes progress and priorities for further improvement.
Members of the Customer Experience Committee
Below is a list of the Non-Executive Directors of HMRC and independent advisers making up the Customer Experience Committee, along with positions they hold and their experience.
||Current positions and experience
|Mervyn Walker (Current Chair)
||With his background as a lawyer, Mervyn has broad experience in a range of roles in large customer service and industrial companies. He has been Group Human Resources Director at 3 FTSE-listed companies – British Airways, Mondi and Anglo American. He has extensive experience of organisational transformation in large and complex organisations. He was appointed as a Non-Executive Director with HMRC in September 2014 and became Lead Non-Executive in January 2017 and Chair of the Customer Experience Committee in April 2019.
|Alice Maynard CBE
||Alice is a Non-Executive Director with HMRC and has dedicated her career to improving organisations that are the building blocks of society – transport, housing and social care organisations. She holds positions in a number of public sector and not-for-profit organisations. Alice combines her understanding of how business works and of social issues to help the organisations she works with thrive, while working towards a fairer society.
||Juliette is a Non-Executive Director for HMRC. She is also a non-executive board member at Versus Arthritis (formerly known as Arthritis Research UK) and provides advisory services through her consultancy business. Juliette was previously at eBay – firstly on the board of eBay UK as the Director of Customer Insight, and in her last role she was responsible for customer insight and analytics across Europe. Juliette was introduced into the world of data insight through her time at customer data science company dunnhumby, where she worked in senior roles across many areas at Tesco.
||Jean-François is an independent adviser on the Customer Experience Committee. He is a global leader with more than 20 years’ experience in supply chain/commercial operations and digital marketing and technology. He has held senior leadership positions with FTSE100 and NASDAQ quoted companies at Kingfisher, TechData, Amazon and most recently at Groupon, where he is International Vice President.
||Leonie is an independent adviser on the Customer Experience Committee. She is on the operating board of Dunelm, the UK homewares retailer. She holds accountability for the end-to-end customer experience across digital, store format and marketing and for driving high growth areas of web and furniture. Before joining Dunelm, Leonie spent 5 years at Tesco where she led the insight, advertising and Clubcard teams and 5 years at OC&C strategy consultants.
||Joe is an Independent Advisor on the Customer Experience Committee. He is the Head of first direct Bank and has held this post for the past 3 years, through such time first direct has won every major industry and pan industry award on customer experience and satisfaction. With a degree in business management he was taken on in a graduate programme by Sainsbury’s. Starting on the shop floor he worked his way through various management roles in Operations, Supply Chain and Strategy. He moved to BT on a fast-track management programme with roles in Finance, Marketing, Digital and Operations including running large customer facing operations around the world. From BT he joined HSBC where he became Head of UK Customer Contact, before he came to first direct in 2016. Customer experience, staff satisfaction and agile ways of working are at the heart of Joe’s approach.
||Steven is an independent adviser on the Customer Experience Committee. He is currently Managing Director of International Data at LiveRamp following his recent move from the post of Managing Director of Consulting and Analytics in the same organisation. His new role focuses on helping clients to make the most of both their own customer data and other data they can access about their customers from partners and suppliers.
||Andrew is an independent adviser on the Customer Experience Committee and has been Group People Director at Lookers, the UK’s listed automotive dealer group, since May 2016. Reporting to the CEO, Andrew is responsible for the HR function and people agenda for more than 8,500 employees across the UK and Ireland. Andrew also leads the IT function and is responsible for customer experience across the company’ 31 franchised manufacturer brands. Previously, Andrew spent 7 years at DFS furniture as group HR and property director, a function that included customer services and customer experience.