INVESTORS | AIM RULE 26

Pittards Plc is a group of businesses that offer vertical integration and supply chain visibility in a world where transparency is becoming increasingly important.

Pittards Plc is a group of businesses that offer vertical integration and supply chain visibility in a world where transparency is becoming increasingly important.

DESCRIPTION OF BUSINESS: Pittards Plc is a group of businesses that manufacture both leather and finished products in the UK and Ethiopia. Together they offer vertical capability and supply chain visibility in a world where transparency is becoming increasingly important. 

A heritage of 200 years of leather manufacturing expertise, combined with a capability to evolve and leverage that expertise into allied, but different sectors for the future is what makes Pittards different.

Pittards plc

Founded on a principle of community and building partnerships, we offer solutions, solve problems and innovate for the future of our customers as well as ourselves. It is a common thread that runs through the different brands that we operate.

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Results & Reports

2022 Interim Report
Annual Report 2021
2021 Interim Report
AGM Result of Proxy Voting
Annual Report 2020
2020 Interim Report
AGM Result of Proxy Voting
Annual Report 2019
2019 Interim Report
AGM Result of Proxy Voting
Annual Report 2018
2018 Interim Report
AGM Result of Proxy Voting
Annual Report 2017
2017 Interim Report
AGM Result of Proxy Voting
Annual Report 2016
2016 Interim Report
AGM Result of Proxy Voting
Annual Report 2015
2015 Interim Report
AGM Result of Proxy Voting
Annual Report 2014
2014 Interim Report
AGM Result of Proxy Voting
Annual Report 2013
2013 Interim Report
AGM Result of Proxy Voting

Regulatory News

Pittards plc – Board

S Yapp, FCMA, MBAChairman, Non-Executive
Stephen Yapp (64) joined the Group in June 2015 and was appointed as Chairman in May 2016. Stephen has 25 years’ experience as a Director of public and private companies over the course of his career. He is also a former director of Downing Strategic Micro-Cap Investment Trust Plc, as well as several private companies, having held similar roles in other listed companies over recent years. Stephen is also a Fellow Chartered Management Accountant and holds an MBA.
R H Hankey, FSLTC, LCGI, FCGI, FCMI, CDipAF, BScCEO
Reginald Hankey (66) was appointed to the board in January 1998 having joined the Group as Technical Director of the Yeovil Division in 1990. He was appointed Chief Executive on 19 July 2007. He is a director of UK Leather Federation (formerly BLC Research). (C)
L M Cretton, BA HonsNon-Executive
Louise Cretton (64) rejoined the Group in August 2015 having served for twelve years until 2013 and was subsequently appointed as Audit Committee Chair. She is a director of Market Evaluer LLC and serves as a non-executive director of Croydon Health Services, where she chairs the Finance and Performance Committee. (A B)
G P Davis, FCANon-Executive
Godfrey Davis (73) joined the Board in February 2014. He is Non-Executive Chairman of Mulberry Group plc. He also holds several other directorships, including Hestercombe Gardens Ltd and King’s Schools (Taunton) Ltd. (A B)
Jonathan Loxston BA(Hons), FSLTC Chief Technical Officer, Associate Director
A leather industry professional for over 30 years, Jon (53) started his career with Pittards in Yeovil as a leather technician, achieved Leather Technology qualifications and progressed through the business. Jon has a degree in International Business, he is a director of Leather UK, holds a position on the Leather Working Group Executive Committee. (D)
Tsedenia Mekbib – BSc, MBA, MDET - Divisional Managing Director, Associate Director
Tsedenia (44) has both a degree in Chemistry and an MBA from the University of Leicester. Having worked for GlaxoSmithkline, Tsedenia joined Pittards in 2011. In 2017, she was appointed Managing Director of Pittards Ethiopia with responsibility for operations at the tannery in Edjersa and the product manufacturing factories in Addis Ababa. (D)
Dr Alan Burgess – MBA, ACMA, CGMADirector of Finance, Associate Director
Alan Burgess (51) was appointed to the board and as company secretary in March 2022, leading the Group Finance across the UK and Ethiopia. Alan achieved a PhD in Management Science and an MBA.  He joined Pittards after a successful period working in the Private sector and a highly respected 25 year military career. (D)

A Member of the audit committee.

B Member of the remuneration committee.

C Member of nominations committee.

D Associate Director.

This page was last updated on 9th June 2022

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Aim Rule 26

AIM Rule 26

The following information is disclosed in accordance with Rule 26 of the AIM Rules for Companies. (Last updated: 16/01/2023)

COMPANY INFORMATION

Pittards plc is a specialist producer of technically advanced leather and luxury leather goods for global brands, manufacturers, and distributors. In addition it manufactures and retails its own leather goods direct to consumers under the following brands; Pittards, Daines & Hathaway, Hill & Friends, NTOTO. Full details of each can be found under the ‘Our Brands’ section of this website.

Name: Pittards plc

Registration number: 102384

Country of incorporation: United Kingdom

Registered Address: Sherborne Road, Yeovil, Somerset, BA21 5BA

Main country of operation: United Kingdom

DIRECTORS

Names of directors and biographical details can be found in The Board section.

DIRECTOR’S RESPONSIBILITIES

Director’s responsibilities can be found on Corporate Governance page.

SHARE INFORMATION

The Company is subject to the City Code on Takeovers and Mergers. The Company’s ordinary shares of 50p nominal value are admitted to trading on the AIM market of the London Stock Exchange. Pittards plc has not applied or agreed to have any of its securities admitted or traded on any other exchange or trading platform than AIM.

Date of Admission to AIM: 30 September 2004

Ticker: PTD 

ISIN:  GB00BHB1XR83

Number of AIM Securities in issue: 13888690 50p Ordinary shares. The Company holds 974,210 in treasury.

The percentage of AIM securities not in public hands (as defined by the AIM rules): 63.56%

Restrictions on Transferability of Ordinary Shares: there are no restrictions on the transfer of the Company´s AIM Securities.

Registrar details: Link Asset Services, The Registry, 34 Beckenham Road, Kent BR3 4TU.

SIGNIFICANT SHAREHOLDERS

Details of the major shareholders can be found on Major Shareholders’ page.

BOARD COMMITTEES

Details of Committees and Terms can be found on Committees page.

CURRENT CONSTITUTIONAL DOCUMENTS

Announcement to be made by AIM Applicant 

Memorandum and Articles of Association

DETAILS OF ANY OTHER EXCHANGES OR TRADING PLATFORM

The Company has not applied or agreed to have any of its Securities admitted or traded on any other exchange or trading platform other than AIM.

UK CITY CODE ON TAKEOVERS AND MERGERS

The Company is subject to the UK City Code on Takeovers and Mergers.

FINANCIAL INFORMATION

The Company’s Annual and Interim Reports can be accessed on the Results and Reports section of this website.

COMPANY ANNOUNCEMENTS

All news and notifications made by the Company can be found under Regulatory News.

ADMISSION DOCUMENTS AND CIRCULARS

The Admission document and Circulars which have been sent out to shareholders can be found in the Results and Reports section.

ADVISORS

Details of the Company’s Nominated Advisor and other key advisors can be found on the Advisors and Registrars page.

Statement of Corporate Governance

As the Chairman, I recognise the importance of high standards of Corporate Governance and am pleased to report below on how the Board of Pittards maintains its governance framework.
The Group is led and controlled by the Board who are responsible for approving Group policy and strategy for the benefit of its shareholders in accordance with their fiduciary and statutory duties. The Board comprises two executive members and three non-executive directors, the biographies of the directors are on the Board page of the website. These show the range of business and financial experience on which the Board can call.

Chairman and Chief Executive

The Chairman, Stephen Yapp, is responsible for the leadership of the Board and ensuring its effectiveness. The Chairman is considered independent by the Board. Reg Hankey, Chief Executive, manages the Group and has the prime role, with the assistance of the Board, of developing and implementing business strategy.

Non-Executives

The Non-Executive Directors, under the leadership of the Chairman, undertake detailed examination and discussion of the strategies proposed by the Executive Directors, to ensure that decisions are in the best, long-term interests of the shareholders and take proper account of the interests of the Group’s other stakeholders. The Non-Executive Directors bring independent judgement and scrutiny to the decisions taken by the Board. They monitor the success of management in delivering the agreed strategy within the risk appetite and control framework set by the Board. Their views are actively sought when developing proposals on strategy and in discussions in meetings.

The QCA guidelines acknowledge that for growing companies it may not be possible for boards to meet the definition of “independence” for Non-Executive Directors, however it sets out that it is important for the board to foster an attitude of independence of character and judgement. The Board is mindful of the threat to independence and actively manages the potential risk to ensure that the Non-Executives provide the independent, constructive challenge to help develop the Board’s proposals on strategy. The Non-Executive Directors are considered to be independent by the Board.

The Senior Independent Director, Godfrey Davis, offers a sounding board for the Chairman and serves as an intermediary for other directors and shareholders when necessary.

All Directors have access to the advice and services of the Company Secretary, who is responsible for ensuring that Board procedures, applicable rules and regulations are observed.

In the furtherance of their duties on behalf of the Group, the Directors also have access to independent professional advice at the expense of the Group. During the year, the Chair of the Remuneration Committee sought external tax advice on long-term incentive schemes.

The Chairman ensures that the Board meet regularly throughout the year, with additional ad hoc meetings and calls being held as required. The Chairman ensures that meetings of Non-Executive Directors without the Executive Directors are held.

Communication with Shareholders

The Board attaches great importance to providing shareholders with clear and transparent information on the Group’s activities, strategies and financial position, in addition to having regard to its obligations as a quoted public company and the AIM rules.

The Group holds meetings with significant shareholders on a regular basis and regards the Annual Report and Annual General Meeting as a good opportunity to communicate directly with shareholders which allow them to participate by submitting questions at the Annual General Meeting.

The Group lists contact details on its website should shareholders wish to communicate with the Board. All announcements and results, including those released via RNS, are available on the Group’s website.

Committees

The Board has three standing committees: the Audit Committee, the Remuneration Committee and the Nomination Committee. The Terms of Reference for each of the Committees are available on the Committees page.

Last review: 1st June 2022

QCA CODE COMPLIANCE

Pittards plc compliance with each of the ten principles of QCA Corporate Governance Code is set out below. It was approved by the board on 19th September 2018.

DELIVER GROWTH

1. Establish astrategy and business model which promote long‑term value for shareholders

Details of the Company’s business and strategy are contained on this corporate website. The Board recently reviewed and revised its strategy by identifying which markets present the best opportunities for a more balanced, market-led, client and product focused portfolio that will capitalise upon our production capabilities and drive growth.

To deliver our strategy, we have improved our raw material sourcing, continued to invest in our people and technology and are strengthening our capabilities across both our manufacturing capabilities in the UK and Ethiopia mitigating any potential over dependence on suppliers, our people and customers.

The strategy and business model is discussed, agreed and reviewed on a regular basis by the Board as a standing agenda item.

2. Seek to understand and meet shareholder needs and expectations

The Board is committed to engaging with shareholders and aware of the need to protect the interests of minority shareholders, and balancing these interests with those of any more substantial shareholders.

Roadshow meetings and calls have included smaller or potential holders and requests for site visits are considered carefully from every individual or institution. This is led by the Chairman, the Chief Executive Officer and the Chief Finance Officer.In order to gauge shareholder sentiment, key institutional shareholders are typically met every six months and feedback solicited from its shareholders as required via its nominated adviser WHIreland.

In addition, the Board regards the Annual Report and the Annual General Meeting as important methods of communicating with shareholders to participate by submitting questions in advance of the Annual General Meeting. The Board pays particular attention to the votes cast by the shareholders at the Annual General Meeting. In the event that a significant proportion (>20% including proxies) of independent votes are cast against a resolution at a General Meeting of the Company, the Board intends, on a timely basis, to explain any action it has taken or will take as a result of that vote

The Company welcomes shareholder contact and lists contact details on its website and on all announcements released via RNS. The resolutions put to a vote at the next and past AGMs can be found in the RNS section of this website.

Investor relations is a standard agenda item where feedback from shareholders is discussed.

3. Take into account wider stakeholder and social responsibilities and their implications for long‑term success

The Company has identified its key customers, suppliers and other advisers and recognises that its staff are critical to the delivery of the Company’s business objectives.

The Company regularly holds review meetings with its key customers, employees and suppliers and reacts as appropriate.The Company is committed to engagment with the communities where it operates.

The Company recognises that there are many ways to minimise the effects of the Company’s activities on the environment, particularly in the sourcing, manufacturing and the production of our leather products. The Company is also committed to reducing other energy consumption and the recycling of waste products.

The Board has regard to the feedback of relevant stakeholders in its decision-making and the formulation of strategy.

4. Embed effective risk management, considering both opportunities and threats, throughout the organisation

Risk management is a high priority for the Group. The Company has a well-established risk management framework which involves risks being identified, recorded, monitored and addressed at division and Group level and subject to regular review. The risk register is a live document which is monitored regularly by the Executive Board and formally reviewed by the Audit Committee at least twice a year.

The Board receives regular feedback from the Audit Committee on any internal control issues raised by its external auditors.

The principal risks faced by Pittards and plans to mitigate these are set out in the Annual Report are addressed by the Board who are supported by a group of appropriately qualified professional advisers.

MAINTAIN A DYNAMIC MANAGEMENT FRAMEWOR

5. Maintain the board as awell‑functioning, balanced team led by the chair

The Board has two Executive Directors and three Non-Executive Directors (including the Chairman). The Board considers that all three of its Non-Executive Directors are independent, giving an appropriate balance between Executive Directors and independent Directors. Godfrey Davis is the Senior Independent Director.

The Board has an established committee structure, with an Audit Committee, Remuneration Committee and Nominations Committee. All committees include at least one Non-Executive Director.

Audit Committee

The Audit Committee consists of two non- executive directors and is chaired by Louise Cretton. It meets with the auditors at least twice a year. The Committee reviews the financial statements prior to their recommendation to the Board for approval and assists the Board in ensuring that appropriate accounting policies are adopted and internal financial controls and compliance procedures are in place. In addition the Audit Committee is responsible for reviewing the risk register as per principle four.

Remuneration Committee

The Remuneration Committee consists of three non-executive directors and is chaired by Godfrey Davis. It is responsible for determining the remuneration arrangements of the executive directors, for advising the Board on the remuneration policy for senior executives and invites participation in the Company’s long-term incentive share scheme.

Nominations Committee

The Nominations Committee consists of one non-executive director and one executive director. It is chaired by Stephen Yapp and is focused on evaluating the board of directors of Pittards, examining the skills and characteristics that are needed in board candidates and the subsequent appointments. The Company’s Corporate Governance Statement provides further details, including how the Board evaluates its own performance.

For further details on how the Board evaluates its own performance please see the principle seven (7) below.

The annual report and accounts also explains the governance framework and provides data on the number of Board and Committee meetings (and Director attendance).

6. Ensure that between them the directors have the necessary up‑to‑date experience, skills and capabilities

The Board has a broad range of skills appropriate to the Company’s business and status Their respective diverse backgrounds bring financial, retail, marketing and wide ranging industry experience together and a suitable balance of skills to drive the medium term strategy.

The Chairman assesses the performance of the Directors on an annual basis and reviews on an ongoing basis whether the Board have the appropriate skills for future requirements, in light of the Company’s strategy and changing regulatory obligations.

The Board page of the Website contains a profile for each Director and the Corporate Governance Statement and the annual report and accounts provide further explanation as to internal advisory roles and retained external advisers.

7. Evaluate board performance based on clear and relevant objectives, seeking continuous improvement

The Company undertakes regular monitoring of personal and corporate performance using agreed key performance indicators and detailed financial reports. Responsibility for assessing and monitoring the performance of the executive directors lies with the independent non-executive directors.

Key performance indicators are detailed in the Annual Report. Agreed personal objectives and targets including financial and non- financial metrics are set each year for the executive directors and performance measured against these metrics.

The Board evaluates its own performance not less than once a year.

The performance of individual Executive Directors is reviewed not less than once a year by the Remuneration Committee.

The Chairman monitors the performance of individual Non-Executive Directors, who themselves may feedback to the Senior Independent Director with any concerns regarding the Chairman. Throughout, each Director has access to the Company’s nominated adviser, who in turn may provide feedback on the Board as a whole or individual Directors.

Regard is also given to the views of key shareholders and other stakeholders as appropriate.

8. Promote a corporate culture that is based on ethical values and behaviours

The Board is committed to embodying and promoting a sound corporate culture and has endorsed various policies which require ethical behaviour of staff and relevant counter parties

9. Maintain governance structures and processes that are fit for purpose and support good decision‑making by the board 

The Company’s Corporate Governance Statement explains the structures which are in place at Board and Committee level and how these interact, including the roles which individual Directors fulfil on the Board.

The Directors’ roles and responsibilities are summarised below

Chairman: Leads the strategy formulation and ensures the Board and broader management framework is established, operates effectively and is compliant with relevant statutory codes and Group policies.

Chief Executive: The Group’s lead decision maker develops and implements the Group’s strategy, manages performance and informs the Board about business matters.

Chief Financial Officer: The CFO oversees governance and provides financial reporting to the Board and external stakeholders, maintains financial records and acts as business partner to the CEO.

Non-Executives: The Non-Executives are detached from day-to-day operations and valued for their objective insight.

Beneath the Board, there is an operational governance framework which facilitates the effective management of the business by the Executive Directors. This organisational structure is kept under continual review and evolves as the needs of the business change as it grows and develops.

BUILD TRUST

  1. Communicate how the company is governed and is performing by maintaining adialogue with shareholders and other relevant stakeholders

The Board recognises the importance of providing shareholders with clear and transparent information on the Company’s activities, strategy and financial position. It reports formally on its financial position a minimum of twice a year at the half and full year financial results. The Board encourages engagement with all shareholders including two-way communications with institutional investors, analysts and private investors.

For the larger shareholders and analyst, the Board considers it has successfully created an open channel of communication for specific concerns, questions or updates facilitated by regular meetings, site visits and ad hoc telephone calls as appropriate with the Chairman, the CEO and the CFO.

The Company’s governance structure (as a whole) is explained through the Corporate Governance Statement and through this website, and is supplemented by the disclosures provided in this compliance statement and the explanations set out in the ‘Principal risks and uncertainties’ section in the Strategic report in the Report and accounts. The channels for communication between the Company and its shareholders are explained in the disclosure above against principle two.

Historic reports and accounts, along with all notices and circulars for the last five years, are available on this website.

Schedule 0f Matters Reserved for the Board

STRATEGY & MANAGEMENT

  • Responsibility for the long-term success of the company and for the overall management of the Company
  • Approval of annual business plan, the Company’s long term objectives and commercial strategy
  • Extension of the Company’s activities through its brands and products
  • Approval of the annual operating and capital expenditure budgets and any material changes to them
  • Responsibility for determining the nature and extent of the significant risks the Company is willing to take to achieve its strategic objectives
  • Oversight of the Group’s operations ensuring:
    • competent and prudent management
    • sound planning
    • an adequate system of internal control
    • adequate accounting and other records
    • compliance with statutory and regulatory obligations
  • Review of performance in the light of the Company’s strategy, objectives, business plans and budgets and ensuring that any necessary corrective action is taken
  • Any decision to cease to operate all or any material part of the Company’s business

STRUCTURE & CAPITAL

  • Changes relating to Pittard’s capital structure including reduction of capital, share issues (except under employee share plans), share buy-backs and major debt financing
  • Major changes to the management and control structure
  • Establishment of sub-committees
  • Any changes to the company’s listing or its status as a Plc

FINANCIAL & REPORTING CONTROLS

  • Approval of preliminary announcements of interim and final results
  • Approval of the Annual Report and Accounts, including the remuneration report
  • Declaration of any interim dividend and recommendation of the final dividend
  • Approval of any significant changes in accounting policies or practices following recommendation by the Audit Committee.
  • Approval of treasury policies following recommendation by the Audit Committee
  • Ensuring maintenance and review of the effectiveness of a sound system of internal control and risk management processes in line with Audit Committee recommendations
  • Approval of any capital projects exceeding £50,000 or rationalisation projects
  • Approval of any contracts which are material strategically or by reason of size, entered into in the ordinary course of business
  • Approval of contracts not in the ordinary course of business e.g. loans with repayment terms over one year
  • Approval of major acquisitions or disposals of fixed assets or operations above £50,000

COMMUNICATION

  • Approval of resolutions and corresponding documentation to be put forward to shareholders at a general meeting
  • Approval of all circulars, prospectuses and listing particulars (other than routine documents)

BOARD MEMBERSHIPS & OTHER APPOINTMENTS

  • Changes to the structure, size and composition of the board
  • Ensuring adequate succession planning for the board and senior management
  • Appointment of non-executives to the Board
  • Appointment and removal of the Chairman of the Board
  • Membership and Chairmanship of board committees
  • Continuation in office of directors at the end of their term of office, when they are due to be re-elected by shareholders at the AGM and otherwise as appropriate
  • Continuation in office of any director at any time, including the suspension or termination of service of an executive director as an employee of the Company, subject to the law and their service contract
  • Appointment, reappointment or removal of the external auditor to be put to shareholders for approval, following recommendation by the Audit Committee

REMUNERATION

  • Determining the remuneration of executive directors following recommendation by the Remuneration Committee
  • Determining the remuneration of the non-executive directors, subject to the articles of association and shareholder approval as appropriate. The introduction of new share incentive plans or major changes to existing plans, to be put to shareholders for approval

DELEGATION OF AUTHORITY

  • Identifying the division of responsibilities between the chief executive and other executive directors
  • Approval of terms of reference of board committees
  • Receiving reports from board committees on their activities

CORPORATE GOVERNANCE

  • Undertaking a formal and rigorous review annually of its own performance, that of its committees and individual directors
  • Determining the independence of non-executive directors
  • Considering the balance of interests between shareholders, employees, customers and the community
  • Review of the Company’s overall corporate governance arrangements
  • Receiving reports on the views of the company’s shareholders

POLICIES

  • Approval of corporate policies, guidelines and procedures where the Board has overarching responsibility for ensuring compliance with statutory and regulatory obligations including (but not limited to) human resources, health and safety, environmental and corporate social responsibility

OTHER 

  • Approval of the level of Directors’ & Officers’ liability insurance
  • Settlement of litigation over £50,000
  • Major changes to the rules of the Company’s pension schemes
  • Appointment of the company’s registrars
  • This schedule of matters reserved for the board

Committees

AUDIT COMMITTEE

The Audit Committee currently consists of two Non-Executive Directors who formally met twice during the year under the Chairmanship of Louise Cretton. Whilst Louise Cretton has been a member of the board for more than sixteen years (non-consecutively), the Board nevertheless considers that Louise Cretton fulfils the roles of Audit Chair and Non-Executive Director with independence of character and judgement and has concluded that it is appropriate to retain the experience, corporate memory and knowledge of the business possessed by Louise Cretton in her role as Chair of the Audit Committee.

The Chief Financial Officer and the external auditors attend meetings of the Audit Committee by invitation. The Committee may also hold separate meetings with the external auditors as appropriate.

The Audit Committee duties include monitoring internal controls throughout the Group, approving the Groups accounting policies and reviewing the Groups interim results and full year statements before submission to the full board. The Audit Committee also reviews the risk register and risk appetite of the Group and monitors the independence of the external auditors.

The Audit Committee acts to ensure that the financial performance of the Group is properly recorded and monitored, and in fulfilling its role, it meets annually with the auditors and reviews the external audit report.

During the course of this year, the Audit Committee reviewed the Terms of Reference for the committee. In between the formal meetings, the Chair had discussions with the audit partner at PwC to discuss issues on mutual performance and planning. Particular attention has been given to financial resource and the audit in Ethiopia this year. In addition, there has also been a focus on stock identification and measurement.

The contents of the meetings are recorded in the minutes which are then circulated to the committee by the Chair, for review before being issued. The Chair reports on the full agenda and discussions to the Board.

REMUNERATION COMMITTEE

The Remuneration Committee consists of the three Non-Executive Directors and meets at least once a year under the Chairmanship of Godfrey Davis. The purpose of the Committee is to review the performance of the full-time Executive Directors and to set the scale and structure of their remuneration and the basis of their service agreements with due regards to the interests of the shareholders.

In fulfilling this responsibility, the Remuneration Committee is responsible for setting salaries, incentives and other benefit arrangements of Executive Directors. The Remuneration Committee also advises the Board on the remuneration policy for senior Executives and may invite participation in the Companys long-term incentive share scheme.

During the course of this year, the Committee reviewed, in detail, the remuneration of the directors and senior employees, including the setting and measurement of annual bonus and long-term incentive targets. In between formal meetings, the Chair has taken external advice on long-term incentives, which are an area of focus as the business invests in developing and incentivising its management team.

The contents of the meetings are recorded in the minutes which are circulated to the Committee by the Chair for review before being issued. The Chair reports on the full agenda and discussions of the Board.

NOMINATIONS COMMITTEE

The Nominations Committee consists of one executive and one Non-Executive Director and is chaired by Stephen Yapp. The Nominations Committee did not meet during this year.

The Nominations Committee is responsible for evaluating the Board and determining the skills and characteristics that are needed in new board candidates when required.

Advisors & Registrars

NOMINATED ADVISOR & BROKER

WH Ireland Ltd
24 Martin Lane
London
EC4R 0DR

REGISTRAR

Link Asset Services

The Registry
34 Beckenham Road
Beckenham
Kent
BR3 4TU

0871 664 0300 (Calls cost 10p per minute plus network charges)

Key dates

Next annual report due: March 2023

Next AGM: May 2023

Next interim announcement: September 2023

Next year end to be reported: 31 December 2022

Previous Key Dates

Last interim announcement: 29 September 2022

Last AGM: 17 May 2022

Last annual report: 23 March 2022

Last prelim announcement: 24 March 2021

Annual Report 2021
2021 Interim Report
AGM Result of Proxy Voting
Annual Report 2020
2020 Interim Report
AGM Result of Proxy Voting
Annual Report 2019
2019 Interim Report
AGM Result of Proxy Voting
Annual Report 2018
2018 Interim Report
AGM Result of Proxy Voting
Annual Report 2017
2017 Interim Report
AGM Result of Proxy Voting
Annual Report 2016
2016 Interim Report
AGM Result of Proxy Voting
Annual Report 2015
2015 Interim Report
AGM Result of Proxy Voting
Annual Report 2014
2014 Interim Report
AGM Result of Proxy Voting
Annual Report 2013
2013 Interim Report
AGM Result of Proxy Voting