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RPC framework document

Updated 12 October 2026

© Crown copyright 2026

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This publication is available at https://www.gov.uk/government/publications/regulatory-policy-committee-framework-document/rpc-framework-document

Introduction and background

1.  Purpose of document

This framework document has been agreed between the Department for Business, Innovation, Science and Trade (BIST) and the Regulatory Policy Committee (RPC) in accordance with HM Treasury’s handbook Managing Public Money (MPM), as updated from time to time, and has been approved by HM Treasury.

This framework document sets out the broad governance framework within which BIST and the RPC operate. It sets out the RPC’s goals and objectives, describes the governance and accountability framework that applies between the roles of BIST and the RPC and sets out how the day-to-day relationship between the sponsor team within BIST and the committee works in practice, including in relation to governance and financial matters.

The document does not convey any legal powers or responsibilities but both parties agree to operate in accordance with its terms. If the RPC establishes a subsidiary or joint venture, there shall be a document setting out the arrangements between it and the RPC agreed with BIST.

Copies of the document and any subsequent amendments have been placed in the libraries of both Houses of Parliament and made available to members of the public on GOV.UK.

This framework document should be reviewed and revised to bring it up to date at least every 3 years unless there are exceptional reasons that render this inappropriate, as agreed between HM Treasury and the Principal Accounting Officer (PAO) of BIST as the RPC’s sponsor. This document should be reviewed no later than March 2027.

2. Goals and objectives

BIST and the RPC share the common goal of supporting the United Kingdom’s regulatory reform system. In particular, the RPC supports regulatory reform through the essential role it plays in the operation of the Better Regulation Framework.

The goals of the reformed Better Regulation Framework are:

  • to increase the consideration and use of alternatives to regulation
  • earlier, holistic scrutiny of regulatory proposals through consideration of wider impacts beyond direct costs to business
  • earlier and more consistent evaluation of whether implemented regulations are achieving their aims

To achieve their shared goals, BIST and the RPC will work together in recognition of each other’s roles and areas of expertise, providing an appropriate environment for the RPC to achieve its specific objectives.

3. Classification

The Cabinet Office has administratively classified the RPC as an advisory, non-departmental public body. It operates as the independent regulatory scrutiny body for HM Government.

The minister responsible for the RPC is accountable to Parliament in respect of the RPC’s policy objectives. The responsible minister as of July 2026 is the Parliamentary Under-Secretary of State in the Department for Business, Innovation, Science and Trade (BIST).  On matters of the RPC’s resources, the Permanent Under-Secretary for BIST is accountable to Parliament in their capacity as PAO.

BIST will keep the RPC informed of any changes to ministerial portfolios and any change of PAO resulting from a machinery of government change.

Purposes and duties

4. Purposes

The RPC was established as the government’s independent advisory body for providing scrutiny of the evidence and analysis that supports the introduction of new regulatory provisions. The RPC scrutinises evidence and analysis, primarily in the form of an options assessment (OA), supporting the case for why regulation is necessary for measures that are subject to the Better Regulation Framework.

5. Powers and duties

The RPC was established in October 2009 as an ad-hoc advisory body and formalised, in April 2012, as an advisory non-departmental public body. The RPC was not established under statute and therefore does not have statutory powers and duties.

Governance and accountability

6. Governance and accountability

The RPC will operate under corporate governance arrangements that, so far as practicable and in the light of the other provisions of this framework document or as otherwise may be mutually agreed, accord with good corporate governance practice and applicable regulatory requirements and expectations.

In particular but without limitation, the RPC should:

  • comply with the principles and provisions of the Corporate governance code for central government departments as amended and updated from time to time, to the extent appropriate or specify and explain any non-compliance in its annual business plan
  • comply with Managing Public Money (MPM)
  • in line with MPM, have regard to the relevant Functional Standards as appropriate, and standards concerning finance, commercial and counter fraud
  • consider the codes of good practice and guidance set out in Annex A of this framework document, as they apply to partner organisations

The RPC uses BIST systems for its finances and does not have its own annual report and accounts.  In the absence of providing an annual governance statement, which would have formed part of a published annual report or accounts, the RPC shall provide assurance to BIST annually through established governance mechanisms between the RPC and the sponsor team that compliance with the Code of Good Practice is being followed and provide explanations of any material departures from this code. In a scenario where the RPC deliberately intends to materially depart from the code, the sponsor team should be notified in advance.

Role of the department

7. The responsible minister

The RPC is an independent advisory non-departmental public body of BIST. The Secretary of State for BIST (SoS) retains overall responsibility for the RPC and is accountable to Parliament for the committee’s performance in relation to the overall policy framework within which it operates.

In practice, the SoS empowers the responsible minister to act on his or her behalf.

BIST’s Principal Accounting Officer, the Permanent Under-Secretary, is also accountable to Parliament for the use of the RPC’s public funds.

Appointments to the RPC

The SoS shall have the following appointment and approval rights in relation to the RPC:

  • the sponsor team and BIST’s Public Appointments team will advise the SoS on all public appointments to the committee and will manage the process of making such appointments in accordance with the Governance Code - this may include advice on role specifications, remuneration including expense arrangements and the composition of recruitment panels - this advice will detail the way in which any such expense arrangements are in line with MPM requirements on the handling of public funds
  • appointments to the RPC are subject to the Public Appointments Order in Council and as such must comply with the Governance Code on Public Appointments

The sponsor team will work with the Public Appointments team and the RPC to support timely and effective appointments to the committee. This includes taking into consideration advice and recommendations from the sponsor team when seeking ministerial and cross-government approvals.

The chair of the RPC is appointed by the SoS. The 7 RPC members are also appointed by the SoS in consultation with the RPC chair. No individual should serve more than 2 terms or serve in any one post for more than 10 years. This is unless the SoS and/or the responsible minister determine there are exceptional circumstances where a member’s skills and expertise are needed beyond this tenure. BIST should notify the Commissioner for Public Appointments ahead of announcement of any such exceptional reappointments and/or extensions.

In making appointments to the RPC, the SoS should have regard to the principle that appointments should reflect the diversity of the society in which we live, and appointments should be made taking account of the need to appoint committee members with a balance of skills and professional backgrounds.

Other ministerial powers and responsibilities

The minister is also responsible for:

  • setting the RPC’s budget and agreeing associated performance indicators in the light of BIST’s wider strategic goals and objectives
  • agreeing strategic decisions that affect the long-term viability and sustainability of the RPC, in the light of wider BIST and government strategies
  • having oversight of the RPC’s goals and objectives, the policy, and performance framework within which the RPC will operate as set out in this framework document and associated documents
  • appointing the RPC chair and committee
  • issuing an annual chair’s letter which sets out the priorities, expectations and objectives for the chair for the term ahead
  • approving the terms and conditions of the chair and committee and such other matters as may be appropriate and proportionate

8. The Principal Accounting Officer

The Permanent Under-Secretary of BIST is its Principal Accounting Officer (PAO). The PAO of BIST is also the Accounting Officer (AO) of the RPC.

Principal Accounting Officer’s specific accountabilities and responsibilities

The responsibilities of the PAO for partner organisations are set out in Chapter 3 of MPM. The PAO is responsible for the overall organisation, management and staffing of BIST and for ensuring that there is a high standard of financial management in BIST as a whole.

The PAO is accountable to Parliament for the issue of any delegated budget to the RPC. The RPC is funded from BIST’s resource and capital under the departmental expenditure limits. The allocation of funding will be held within BIST.

The PAO is responsible, usually via the sponsor team in BIST, for advising the responsible minister on:

  • an appropriate framework of objectives and performance indicators for the RPC in the light of BIST’s wider strategic goals and objectives
  • an appropriate budget for the RPC in the light of the sponsor department’s overall public expenditure priorities; and the resource needs of the RPC
  • the performance of the RPC against its objectives and whether it is delivering value for money

The PAO, via the sponsor team, is also responsible for putting arrangements in place to:

  • confirm that financial and other management controls applied by BIST to the RPC are appropriate and sufficient to safeguard public funds and that the RPC’s compliance with these controls is effectively monitored
  • confirm that the internal controls applied by the RPC conform to the requirements of regularity, propriety and good financial management
  • confirm that the RPC operates under the standards set for governance, decision-making and financial management that are set out in MPM
  • monitor the RPC’s activities and performance
  • periodically, and at such frequency as is proportionate to the level of risk carry out an assessment of the risks both to BIST and the RPC’s objectives and activities in line with the wider departmental risk assessment process
  • inform the RPC of relevant government policy in a timely manner
  • bring ministerial or departmental concerns about the activities of the RPC to the full committee via the chair, requiring explanations and assurances that appropriate action will be taken

9. The role of the sponsor team

The RPC sponsor team within the Regulation Directorate (RD) in BIST is the primary contact for the RPC. Sponsorship arrangements will follow the Sponsorship Code of Good Practice.

The responsible senior sponsor for this relationship is the director of the sponsor directorate. The senior sponsor is the main source of advice to the responsible minister on the discharge of their responsibilities in respect of the RPC. The senior sponsor also supports the Principal Accounting Officer to fulfil his or her responsibilities to the RPC.

The sponsor team will provide the RPC chair with a chair’s letter which sets out the priorities and objectives for the chair for the term ahead.

Officials in the sponsor team will liaise regularly with the RPC to review performance against its plans, achievement against its objectives – including through a regular senior sponsorship meeting between the senior sponsor and RPC chair. The sponsor team will also take the opportunity to explain wider policy developments that might have an impact on the RPC.

10. Resolution of disputes between the RPC and the department

Any disputes between BIST and the RPC will be resolved in as timely a manner as possible. BIST and the RPC will seek to resolve any disputes through an informal process in the first instance. If this is not possible, then a formal process, overseen by the senior sponsor, will be used to resolve the issue. Failing this, the senior sponsor will ask the relevant policy director general to oversee the dispute. They may then choose to ask the Permanent Secretary to nominate the chair or a committee member of the RPC to review the dispute, mediate with both sides and reach an outcome, in consultation with the SoS.

11. Freedom of Information requests

Where a request for information is received by either BIST or the RPC under the Freedom of Information Act 2000 or the Data Protection Act 2018, the party receiving the request will consult with the other party prior to any disclosure of information that may affect the other party’s responsibilities.

The RPC shall provide regular updates to the senior sponsor on the existence of any active litigation and any threatened or reasonably expected litigation. The parties acknowledge the importance of ensuring that legal risks are communicated appropriately to the sponsor in a timely manner.

In respect of each potential or active litigation proceeding involving the RPC, the parties must agree a litigation protocol which includes specific provisions for appropriate and timely reporting on the status of the litigation and the protection of legally privileged information. Until such time as a protocol is agreed, the parties will make sure that:

  • material developments in the litigation are communicated to the sponsor in an appropriate and timely manner
  • legally privileged documents and information are clearly marked as such
  • individual employees handling the legally privileged documents are familiar with principles to which they must adhere to protect legal privilege
  • circulation of privileged information within government occurs only as necessary

The RPC governance structure

13. The committee and its secretariat

The committee comprises a chair and members sufficient to perform the functions of the committee to the timescales set out in the Better Regulation Framework, appointed by the SoS. The RPC is supported by a secretariat comprised of BIST civil servants who carry out the operational, analytical and administrative requirements of the RPC. In line with the Civil Service Management Code, the Head of the Secretariat has responsibility for the recruitment of secretariat staff and should follow BIST recruitment policies and processes.

The nature of secretariat support is agreed between the RPC, the sponsor directorate within BIST, and BIST’s Principal Accounting Officer, the Permanent Under-Secretary.

14. The Head of the Secretariat

The Head of the Secretariat’s responsibilities to the department

The Head of the RPC Secretariat’s responsibilities to BIST include:

  • informing BIST of the RPC’s contribution to delivering BIST’s policy objectives and in demonstrating how resources are being used to achieve those objectives
  • ensuring that timely forecasts and monitoring information on performance indicators and finance are provided to BIST
  • ensuring that BIST is notified promptly if over- or under-spends are likely and that corrective action is taken
  • that any significant problems or risks, whether financial or otherwise, and whether detected by internal audit or by other means, are notified to BIST in a timely fashion

The Head of the Secretariat’s responsibilities to the RPC

The Head of the Secretariat’s responsibilities to the RPC include:

  • advising the committee of its responsibilities as set out in this document and in any other relevant instructions and guidance that may be issued from time to time
  • advising the committee on its performance against its aims and objectives
  • ensuring that financial considerations are taken fully into account by the committee at all stages in reaching and executing its decisions and that financial appraisal procedures and techniques are followed
  • providing the committee with operational assurances and escalating risks appropriately
  • taking action if the committee or the chair is contemplating a course of action involving a transaction, which the Head of the RPC Secretariat considers would infringe the requirements of propriety or regularity or does not represent prudent or economical administration, efficiency or effectiveness, questionable feasibility, or is unethical, as set out in MPM
  • being responsible for staffing arrangements
  • ensuring the secretariat complies with all relevant information security policy and legislation
  • ensuring that information security policy is followed by the chair and committee members and raising concerns with BIST as necessary

15. The committee

Composition of the committee

The committee consists of experts from various backgrounds, including professional or academic economists, regulatory lawyers or individuals with professional experience of the implementation of regulatory policy in a regulator or highly regulated industry sector. Their knowledge and experience should allow them to fulfil their independent advisory role in scrutinising the analysis and evidence supporting regulatory proposals made by government departments in line with the Better Regulation Framework.

The committee has responsibility to make sure that it fulfils the goals and objectives set by the SoS and for promoting the efficient and effective use of staff and other resources by its members. The committee should make sure that effective arrangements are in place to provide assurance on risk management, governance and internal control.

Duties of the committee

The committee is specifically responsible for:

  • taking forward its objectives within the policy and resources framework determined by the SoS
  • ensuring that the SoS and the responsible minister are kept informed of changes which are likely to impact on the strategic direction of the RPC, or the attainability of its objectives and performance indicators; it should also determine the steps needed to address such changes

16. The chair’s role and responsibilities

The chair is responsible for leading the committee in the delivery of the RPC’s responsibilities. Such responsibility should be exercised in the light of their duties and responsibilities as set out in their terms of appointment letter as well as the goals and objectives for the term ahead in the chair’s letter issued to them by the responsible minister, or at the minister’s discretion, formally delegated to the senior sponsor. Such responsibility also includes those set out in this document and the documents and guidance referred to within this document.

The chair is responsible for communications between the RPC and the responsible minister.

In addition, the chair is responsible for:

  • ensuring that the RPC’s affairs are conducted with probity, via monitoring its activity and engaging with appropriate governance arrangements
  • ensuring that policies and actions support the responsible minister’s wider strategic policies and where relevant other ministers’ priorities too - the chair should make sure these policies and actions are clearly communicated and disseminated throughout the committee

The chair has the following leadership responsibilities:

  • establishing, in agreement with BIST, the RPC’s business plan in light of BIST’s wider strategic goals and objectives
  • formulating the committee’s strategy
  • ensuring that the committee, in reaching decisions, takes proper account of guidance provided by the responsible minister or BIST
  • promoting the efficient and effective use of staff and other resources
  • delivering high standards of regularity and propriety
  • representing the views of the committee to the public

The chair must also:

  • periodically review the work of the committee as a whole, and its individual members — this includes ongoing assessment of the performance of individual committee members with a formal annual appraisal by the chair
  • advise the responsible minister on appointments to ensure a balance of appropriate skills that support delivery of its business, as set out in the Government Code of Good Practice for Corporate Governance
  • fully brief committee members on terms of appointment, duties, rights, and responsibilities
  • ensure they and committee members receive appropriate training on financial management and reporting requirements
  • advise the responsible minister of the RPC’s needs at least 6 months before committee members’ fixed terms are due to expire or as soon as a vacancy arises before the end of a member’s term
  • ensure they and committee members follow the Cabinet Office Code of Conduct for Board Members of Public Bodies

17. Committee members’ responsibilities

Individual committee members, including the chair should:

  • act in good faith and in the best interests of the RPC
  • comply at all times with the Code of Conduct for Board Members of Public Bodies, which sets out expected conduct in public body roles; this code also covers the Nolan Principles of Public Life as well as rules relating to the use of public funds and to conflicts of interest
  • comply with BIST and HM Government information security policy
  • demonstrate adherence to the 12 Principles of Governance for all Public Body Non-Executive Directors as appropriate
  • not misuse information gained in the course of their public service for personal gain or for political profit, nor seek to use the opportunity of public service to promote their private interests or those of connected persons or organisations
  • comply with the RPC’s rules on the acceptance of gifts and hospitality and on business appointments
  • comply with the RPC’s conflicts of interest policy
  • make sure that they are familiar with any applicable guidance on the role of public sector non-executive directors and boards that may be issued from time to time by the Cabinet Office, HM Treasury, or HM Government

Management and financial responsibilities and controls

18. Delegated authorities

The RPC budget is delegated by the senior sponsor to the Head of the Secretariat annually, both of whom are senior civil servants within BIST. There is no formal delegation letter.

19. Spending authority

Once the budget has been delegated by the senior sponsor within BIST, the RPC shall have authority to incur expenditure approved in the budget without further reference to BIST, on the following conditions:

  • these delegations shall not be altered without the prior agreement of the sponsor department and HM Treasury and the Cabinet Office where appropriate
  • the RPC shall comply with MPM regarding novel, contentious or repercussive proposals
  • inclusion of any planned and approved expenditure in the budget shall not remove the need to seek formal departmental approval where any proposed expenditure is outside the delegated limits or is for new schemes not previously agreed
  • the RPC shall provide the sponsor department with such information about its operations, performance, individual projects or other expenditure as the sponsor department may reasonably require

20. Banking and managing cash

The RPC’s banking and cash management is carried out by BIST. The RPC should only hold money outside Government Banking Service accounts where a good business case can be made for doing so and HM Treasury consent is required for each account to be established. Only commercial banks which are members of relevant clearing bodies may be considered for this purpose.

Commercial accounts where approved should be operated in line with the principles as set out in MPM.

The Head of the Secretariat to the RPC is responsible for ensuring the RPC complies with BIST’s banking policy as set out in MPM.

21. Procurement

The RPC is financially integrated into BIST, and as such, any procurement will be undertaken by BIST in line with BIST’s systems, processes and policies. The RPC must follow BIST procurement policies without exception. All procurement activity must be logged initially with the central procurement team. The RPC must obtain approval from a finance representative in the sponsor team’s director general level group for any procurement activity over £10,000, in line with departmental policy. The RPC should raise any issues directly with the central procurement team, ensuring that finance contacts are well informed.

22.  Risk management

The RPC shall make sure that the risks that it faces are dealt with in an appropriate manner, in accordance with relevant aspects of best practice in corporate governance and with reference to the provisions relating to risks at sections 12, 14 and 15.

The RPC will have a risk management strategy, in accordance with the HM Treasury guidance: Orange Book Management of Risk – Principles and Concepts.

23. Counter fraud and theft

The RPC should adopt and implement policies and practices to safeguard itself against fraud and theft.

The RPC should act in line with guidance as issued by the Counter Fraud Function and in compliance with the procedures and considerations as set in in MPM Annex 4.9 and the Counter Fraud Functional Standard. It should also take all reasonable steps to appraise the financial standing of any firm or other body with which it intends to enter a contract or to provide grant or grant-in-aid.

The RPC should keep records of and prepare and forward to BIST, a report on fraud and theft suffered by the RPC and notify the sponsor department of any unusual or major incidents as soon as possible. The RPC should also report detected loss from fraud, bribery, corruption and error, alongside associated recoveries and prevented losses, to the counter fraud centre of expertise in line with the agreed government definitions as set out in Counter Fraud Functional Standard.

24. Staff

Broad responsibilities for staff

The RPC is an advisory non-departmental public body, which is sponsored by BIST, whose secretariat are civil servants and employees of the Crown and whose chair and committee members are public appointees on BIST terms and conditions of service.

The RPC and BIST, where applicable, are accountable for all matters of health and safety associated with the RPC’s business activities and will ensure that resources, structure, and arrangements are adequate for delivering effective performance.

Staff costs 

The RPC shall ensure that the creation of any additional posts does not incur forward commitments that will exceed its ability to pay for them.

Pay and conditions of service

The RPC’s Secretariat staff are civil servants within BIST and therefore subject to BIST’s terms and conditions of service.

The chair and committee members are public appointees on BIST terms and conditions of service.

The travel and subsistence expenses of RPC Secretariat staff, the chair and the committee shall be tied to departmental rates. Reasonable actual costs shall be reimbursed.

Pensions, redundancy and compensation

The compensation scheme rules for the RPC chair and members are set out in their terms and conditions letter. The RPC chair and members do not receive pensions.

The RPC Secretariat staff are civil servants employed by BIST and therefore adhere to pensions, redundancy and compensation policies in line with other BIST staff.

Business plans, financial reporting, and management information

25. Corporate report and business plan

The RPC will have a corporate report and a business plan.

The RPC’s corporate report and business plan will be submitted to the sponsor team annually; the timetable for setting this will vary each year. The business plan will demonstrate how the RPC will achieve its duties and functions and contribute to the achievement of its overall goals and objectives. The corporate report will address the delivery of the matters set out in the plan.

The following matters should be included in the business plan and the corporate report:

  • key objectives and associated performance indicators for the year ahead and the strategy for achieving those objectives — the plan should set out how the RPC will measure performance against these performance indicators
  • a review of performance in the preceding financial year, together with comparable outturns for the previous two to five years and an estimate of performance in the current year in a separate corporate report
  • consideration of potential risks or other factors that could have an impact on the ability of the RPC to accurately forecast

The RPC may also produce additional reports as needed, for example, on the performance of government departments against the Better Regulation Framework.

The RPC should publish its business plan and corporate report on the RPC website.

26. Budgeting procedures 

The Head of the Secretariat is responsible for ensuring that accurate financial information is reported throughout the year, informing the senior sponsor and director general group’s finance team of any potential over- or under-spends on the budget.

The senior sponsor will have ultimate responsibility for the effective management of RPC finances in line with departmental policies (as is the case with all delegated budgets). The director general group’s finance team will make sure that the RPC budget holder is informed of timescales and requirements for budget planning and provide, as necessary, support for completion of such requests, as well as assistance for the monthly monitoring process.

The director general group finance team will assist the RPC with any finance issues they have throughout the year, in a timely manner. They will also assist the RPC with any submissions or business cases if the need arises.

27. Grant-in-aid and any ring-fenced grants 

The RPC does not receive grant-in-aid or ring-fenced funding. As described at section 19, ‘Spending authority’, funding is delegated from within BIST’s financial framework.

28. Annual report and accounts 

The RPC uses BIST systems for its finances and does not produce separate reports and financial accounts.

29. Reporting performance to the department 

BIST operate management information and accounting systems that enable it to review in a timely and effective manner the RPC’s financial and non-financial performance against the budgets and targets set out in the corporate report and business plan. The RPC shall inform the sponsor team of any changes that make achievement of its objectives realistically unachievable or difficult to accomplish.

The chair will also meet with the BIST Director General on an annual basis to receive a performance appraisal.

30. Information sharing  

BIST can request access to RPC records and personnel for lawful purposes that include, for example, sponsorship audits and operational investigations. All processing of data must be compliant with General Data Protection Regulations (GDPR).

The RPC will provide BIST with such information about its operations, performance, individual projects or other expenditure as BIST may reasonably require.

RPC will endeavour to inform the sponsor team of any publications or releases for the public realm, which the committee produces in its independent capacity, ahead of time so that BIST may assess any risks posed.

Audit

31. Internal audit

The RPC is not required to carry out internal audits, other than those specified by the Government Internal Audit Agency (GIAA) through BIST.

32. External audit 

The Comptroller & Auditor General (C&AG) audits the BIST annual accounts and lays them before Parliament, together with their report. As previously set out in sections 6 and 28, the RPC uses BIST systems for its finances, does not produce its own report and accounts and is not therefore separately audited.

Reviews and winding up arrangements.

33. Review of the RPC’s status

The RPC will be reviewed as part of the wider Public Bodies Reviews programme, at a time  determined by BIST’s ministers and their Principal Accounting Officer (PAO).

34. Arrangements if the RPC is wound up

BIST shall put in place arrangements for the orderly winding up of the RPC should it be considered necessary. BIST should make sure that any assets and liabilities of the RPC are passed to any successor organisation and accounted for, if applicable. In the event that there is no successor organisation, the assets and liabilities should revert to the sponsor department. To this end, BIST shall:

  • have regard to Cabinet Office guidance on winding up of partner organisations
  • put procedures in place in the RPC to gain independent assurance on key transactions, financial commitments, cash flows and other information needed to handle the wind-up effectively and to maintain the momentum of work inherited by any residuary body
  • specify the basis for the valuation and accounting of the RPC’s assets and liabilities;
  • put arrangements in place to prepare closing accounts and pass to the Comptroller and Auditor General (C&AG) for external audit, and that, for non-Crown bodies, funds are in place to pay for such audits — it shall be for the C&AG to lay the final accounts in Parliament, together with his report on the accounts
  • arrange for the most appropriate person to sign the closing accounts. In the event that another partner organisation takes on the role, responsibilities, assets and liabilities, the succeeding AO of the partner organisation should sign the closing accounts- in the event that BIST inherits the role, responsibilities, assets and liabilities, the sponsor department’s PAO should sign

The RPC shall provide BIST with full details of all agreements where the RPC or its successors have a right to share in the financial gains of developers. It should also pass to BIST, details of any other forms of claw-back due to the RPC.

Annex A: Guidance

The RPC shall comply with the following guidance, documents, and instructions where relevant.

Corporate governance

Financial management and reporting

Management of risk

Commercial management

Public appointments

Staff and remuneration

General

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