Executive Board

Terms of reference

The Executive Board's primary responsibilities are to ensure that:

• the strategic direction is developed in co-ordination with the Agency Board
• the strategic direction set by the Agency Board is implemented and reflected in the day-to-day operations of the Agency
• the Agency's targets are met
• principles of good governance are followed
• the Agency is well managed financially
• appropriate HR polices are followed
• the culture of the Agency enables it to meet its aims and objectives
• the quality of the Agency’s work is kept under regular review
• the Agency’s resources are managed effectively
• external communications are of a consistently high quality.

The Executive Board will meet these responsibilities by:

• developing strategy papers to discuss with the Agency Board
• agreeing ways of delivering the strategic direction set by the Agency Board (setting standards, defining culture & values and developing policy)
• effectively managing the Agency on a day-to-day basis (corporate governance and financial stewardship)
• reporting to the Agency Board on the operations of the Agency (setting standards and targets, including review and achievement).

MHRA corporate aims

All EB Members share responsibility for delivering Agency operational performance and policy in the following five strategic areas:

• protecting and promoting public health
• operating a successful integrated business
• providing authoritative information
• international influence
• supporting innovation.

Frequency of meetings

The Executive Board will meet formally once per month (normally the first Tuesday) and informally on a weekly basis. Away Days will also be held.

Executive Board reporting

Minutes of the formal Executive Board meetings will be provided to the Agency Board for information.

Minutes of Executive Board sub-groups will be provided to the Executive Board for information with particular issues being agenda items.

A 'Note to Staff' will be available to staff for information, but these should be supported with Divisional de-briefing as appropriate.

Conflicts of interests

Given the nature of the MHRA’s business, particular care and transparency is necessary in relation to potential interests in both the pharmaceutical and medical technologies (devices) industries. All members of MHRA staff, including the Chief Executive and the Executive Directors, are required to comply with the staff conflicts of interest policy, which does not allow any member of staff to hold interests in either of these industries.