As mentioned in Principle 2, alongside this, the Chief Executive Officer, Finance Director and Chairman make themselves available to meet shareholders to ensure the Board develop a good understanding of shareholder needs and expectations. The Board believes its structures and processes, including its regular dialogue with shareholders and stakeholders, support good decision making by the […]
The Board reviews a management reporting pack each month focused upon financial and operating metrics and performance against budgets and other targets. More detailed Board reports are prepared by management on an ad hoc basis, where they relate to strategic matters considered important and timely to the business. Taken together, these reports and Board meetings […]
The Board embeds its culture of integrity and ethical values in every aspect of the business, including recruitment, nominations, training and engagement. The Board is looking to embed its Code of Ethics into the business. Whereby all staff will be trained in the Code of Ethics, anti-fraud and bribery programme, these are planned to be […]
External board reviews take place every three years and internally each year, internal Board reviews are led by the Chairman. A range of performance measures and KPIs are used during the review process for both the Board as a whole, the committees and individual effectiveness.
The Board is satisfied that the members of the Board possess an appropriate balance of skills, experience, personal qualities and capabilities as required by the QCA Code. The Board 32 believes it has an appropriate balance of sector, financial and public market skills and experiences that can be seen in this Document.
The Board is collectively responsible for the long-term success of the Company and provides effective leadership by setting the strategic aim of the Company and overseeing the efficient implementation of these aims to achieve a successful and sustainable business. The Board has a specific list of items and activities that can only be authorised by […]
The Board acknowledge their responsibility for establishing and maintaining the Group’s systems of internal control, including financial controls. The effectiveness of these internal controls are periodically reviewed by each of the Board and Audit Committee. A formal risk register is to be held and regularly updated by management as corporate risk exposure shifts. The formal […]
The Board has put in place a range of processes and systems to ensure they take into account the wider stakeholder and social responsibilities; including maintaining close ongoing relationships with all their stakeholders (and encouraging feedback). The Board recognises the importance of, and that its long-term success relies upon, good relationships with a range of […]
The Board seeks to understand and meet shareholder needs and expectations though regular shareholder updates, communications and through the Company’s AGM; the Company also encourages shareholders to communicate with the Company through its investor relations team. Alongside this, the Chief Executive Officer, Finance Director and Chairman make themselves available to meet shareholders, particularly following half […]
The Company has established a strategy and business model which they believe promotes the long term value of shareholders and the detail of that plan is set out in this document.