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BACKING FOR THE LONG TERM

Section 172(1) statement

The Board’s primary responsibility is to promote the long-term success of the Group by delivering business performance that meets stakeholders (shareholders, employees, customers, suppliers, etc.) expectations including on time, on budget and safely, together with the highest quality standards so as to maintain the Group’s financial viability.

This is affected by setting out our strategy with ongoing key performance monitoring. The subsidiary undertakings hold Board meetings monthly to review the main aspects of our business, including financial reviews and forecasts, resources, internal controls, performance, opportunities and risks. This information is fedback to the Group board to allow them to assess the performance of its investments and provide guidance as required, there are weekly oversight-review updates and consolidated monthly dashboard monitoring.

All directors across the Group are directly responsible for the strategic direction of the business, with day-to-day management carried out by senior management who must act in the way he/she considers, in good faith, would be most likely to promote the success of the company for the benefit of its members as a whole, and in doing so have regard to key issues including the interests of the stakeholders in both the short and long term.

The Directors in the Group work to a strategic plan, depending on the business this includes up to a 4 year outlook plan.

Performance is measured against the plan on an ongoing basis across the Group.
Some of the key factors that are taken into consideration when drawing up the strategic plan include: market outlook, routes to market, inflation forecasts, operational footprint, historic performance, innovation/technology advancements, customers, employees, environmental, government, regulatory compliance, investors, shareholders, suppliers, societal trends, etc. The strategic plan is reviewed on an ongoing basis, with the plans being updated on an annual basis.

The Group Directors review performance at the monthly board meetings and discuss new developments, opportunities, risks as well as monitoring the effectiveness of their decisions making. The impact on all stakeholders are duly considered in all of their decision making. This information and the outcome of these meetings is then considered by the Company board to provide relevant direction across the Group.

The interests of the Group’s employees

The Directors understand the importance of the employees to the long-term success of the business. Across the Group, our team are managed by a line manager and their performance is measured by their line manager against pre-agreed KPIs. Training and development needs are identified in the annual PDRs as well as through ongoing on the job training and external training as necessary.

The Group aims to recruit & retain motivated and competent people and we believe in promotion from within as reward for performance and dedication, and to demonstrate a clear path for progression. Over the years many employees have been promoted to senior positions in the Group.

Ongoing training and personal development are key strategies in our HR principles and the subsidiary undertakings within the group communicate to their employees via internal group-wide emails, presentations, and newsletters. Two-way communication is encouraged through Town Hall style meetings.
The Group’s social media channels are also developing to enhance communication.

The interests of our customers and suppliers

The Group has always believed in fostering and maintaining good business relationships with customers and suppliers as critical and key to ongoing success. Both the company and Group Board’s have developed close relationships with key customers and suppliers to ensure that they fully understand each other’s strategies and objectives and are able to support each other in achieving them.

More recently, closer relationships with key suppliers has resulted in improved efficiencies within the supply chain and better stock availability for our customers. A recent example of working closely with our key suppliers and customers is the Covid-19 situation, where the business was able to ensure continuation of supply , despite the impacts of the lockdown and reduced credit insurance limits, etc.

The impact of the Group’s operations on the community and environment

Our overriding objective is to have minimal negative impact on the local communities and environment in all of our projects.

The Group has a well- developed Environmental and Sustainability Policy with stringent targets and is committed to protecting the environment. We acknowledge that the pursuit of economic growth and respect for the environment must be closely linked, with sustainable development being an integral part of our business philosophy and processes.

We work on the basis that compliance with environmental legislation, and other requirements, is the very minimum that will apply to our activities and services and we are committed to continual environmental performance improvement, the prevention of pollution and having a positive impact on the environment.

We work closely with our clients and suppliers, encouraging and educating our employees and supply chain to recognise their responsibilities regarding protecting the environment and achieving our environmental objectives and targets and communicating and consulting with all stakeholders as appropriate.

Our policy is periodically reviewed to ensure its continuing suitability, has been communicated to all staff and is made available to interested parties. It is endorsed by the Group’s Directors and Management Team who take responsibility for the delivery of its aspirations and key objectives.

The desirability of the Group maintaining a reputation for high standards of business conduct

The Group’s high standards in the way we run our business and deal with all stakeholders, and our commitment to being the best have been key to our ongoing success.

Key to this is the experience and ongoing professionalism and commitment of our employees and we continually strive to make our subsidiary undertakings a place where all enjoy their work and have the opportunity to progress.

We have a policy of promoting continual improvement and the setting of quality objectives and improvement programmes within the Group.

These objectives address the risks and opportunities within the Group, as determined by senior management, and we believe that quality is critical to the success of our business and base our approach on the key quality principles of customer focus, leadership, engagement of people, process approach, improvement and relationship management.

The need to act fairly as between members of the Group

Strategy and decisions by the Board are carefully considered in both the short and long term, the Directors are fully aware of the need to review all relevant factors to strike a fair balance between key stakeholders of the Group. Our key stakeholders would include: investor community, employees, funding partners, regulators and government, local communities, customers and suppliers.

The overriding objective is to ensure that the Group maintains its reputation for quality and integrity so as to continue as a successful and sustainable business for the long-term benefit of the stakeholders.