Natural England - Governance
Governance
Good corporate governance is essential to our development as a distinctive public body committed to conserving and enhancing the natural environment.
Corporate governance is about the systems and frameworks that organisations uses in their direction and management. It ensures effective organisation by providing clarity for staff about their duties and the decisions that they can take as individuals. It provides visibility and transparency of operation for stakeholders, partners, customers and suppliers.
The Natural England Board has responsibility for ensuring Natural England meets its strategic targets; and the Executive Board ensures that the organisation meets the strategic targets delegated to the Chief Executive by the Natural England Board.
Governance framework
The governance framework, which continues to be developed, is divided into several sections and a number of key documents in the framework are available here.
Board governance
Agreed by Natural England with the Secretary of State, the Management Statement and Financial Memorandum 
is a top-level statement on purpose and organisation. It provides the next level of detail of operation on the extent to which Defra reviews Natural England’s operation.
The Part 8 Agreement is the legal agreement by which the Rural Development Service’s functions were transferred into Natural England.
The primary purpose of Strategic Statement of Board Role is to establish strategy and approve Natural England’s policy direction. It also outlines how the Board discharges its responsibilities.
The Audit Committee Terms of Reference outlines the role of the standing committee of the Natural England Board. That role is to advise the Board on matters of financial accountability, risk and internal control. The Audit Committee currently comprises: Christopher Pennell (Chair), Poul Christensen, David Hill, Pam Warhurst, with Ian Scott as an independent member from outside Natural England.
The Board Retained Authority highlights the matters that need to come before the Board for decision.
Executive governance
Non-financial Scheme of Delegation sets out the authority that individuals, or staff in particular roles, have in making decisions.
The Staff Code of Conduct sets the overall approach to our work. It is based on the standard civil service code and is complementary to the agreed Code of Conduct for Natural England's Board. It is supplemented by additional guidance in specific areas.
The Regularity and Propriety guidelines provide interim guidance and assist, where appropriate, in demonstrating compliance with the principles of the Staff Code of Conduct.
The Anti-fraud Policy and Procedure supports good governance by ensuring that fraud is minimised and any cases that may occur are rigorously investigated.
Whistleblowing
Our Whistleblowing procedure is designed to comply with the Public Interest Disclosure Act 1998 (PIDA), covering reporting concerns made in good faith. It covers raising and dealing with concerns about wrongdoing or malpractice relating to the running of Natural England or to work-related activities of members of staff.
The Internal Audit Terms of Reference details the responsibility for providing an independent report on assurance to the Accounting Officer. Its principal objective is to appraise the adequacy, reliability and effectiveness of the internal control system set up by management.
The Health and Safety policy sets out Natural England's occupational health and safety policy and strategy.
Diversity and Equality in Natural England
Natural England is committed to contributing towards achieving a strong, healthy and just society. We aim to do so by promoting personal wellbeing, social cohesion and inclusion, and creating equal opportunity for people in existing and future communities.
We will strive to deliver this ‘guiding principle’ by living our values and adopting the behaviours and good practice set out in our Diversity and Equality policies.
Ensuring successful delivery of our policy
To ensure the success of our Diversity and Equality policies we shall:
Align them with our business aims and objectives.
Involve our Board, Executive and managers, so they can lead and, through their behaviour, set a clear example in their application.
Provide the education and support needed to enable each member of staff to be fully aware and knowledgeable of them and practice the behaviours they require.
Ask our employees, their unions and the different communities we serve to help us develop and implement diversity action plans, within our business and operating framework, which focus attention on their critical priorities.
Measure the progress we make with the targets we set for our diversity action plans, including carrying out research and gathering statistical data on their impact on different communities, so that we can recognize and publicise successes and address shortfalls.
Require those who provide services on our behalf such as contractors, partners and our suppliers to adopt effective diversity and equality policies and practices.
Measuring the long-term effort
Natural England will invest in the long-term effort that is essential to become a successful, diverse organisation. We shall know we are succeeding when we routinely embrace the diversity of our staff and that of the communities we serve in finding the best solutions to enable the countryside to be accessed and enjoyed by all.
