Board overview
Assessing and monitoring culture The Board monitors the Group’s culture through regular reports from the CEO and the Chief People Officer to ensure this is aligned with the Group’s purpose and strategy. In addition, we have a designated Non-Executive Director, who has responsibility for engaging with the workforce to help the Board better understand the views of the Group’s staff. The results of the Group’s regular staff surveys are also reviewed and discussed at Board meetings. As a result of feedback from the survey, we have announced a rise in employer pension contributions, from 6% to 9%. We also enhanced our internal communications, including open strategy forums for all employees, and career and training development frameworks. For further information on this, see ‘How we engage with our stakeholders’ on pages 33 to 34 and our Responsible business report on pages 35 to 44 of the Strategic report.
Director training and induction On appointment to the Board, new Directors are given a comprehensive induction programme. This allows them to familiarise themselves with the Group’s business, policies and key issues. The induction programme is tailored to the individuals concerned and involves meetings with key individuals within the Group, as well as external advisers to the Company. Singer Capital Markets, the Group’s joint broker also provides an overview of the Directors’ responsibilities as a Board member of a listed entity. Training is provided for Directors on an ongoing basis. During the year, the Board received training on the rules, regulations and guidelines applying to a UK Main Market listed company, its directors and senior management, among other matters.
External appointments Directors are only permitted to take on external appointments with the approval of the Board. Such approval will only be given where the appointment will not impact on the Director’s ability to devote sufficient time to their responsibilities with the Group. The Board did not consider that any new appointments taken on during the year raised an issue in this respect. While time commitments can vary throughout the year, on average, our Non-Executive Directors spend between four to six days per month across their other board roles and the Company is confident that they are able to dedicate an appropriate amount of time to the Company’s business. Annual Board evaluation The Board undergoes an annual evaluation of its performance. Further details of this are set out in the Nomination Committee report on page 75.
The Brooks Macdonald Board is responsible for the Group’s corporate governance and is committed to maintaining a strong governance framework to support and build robust personal relationships that allow us to provide a high level of service to all our partners and clients. In order to achieve this, the Board meets on a regular basis. During the year to 30 June 2025, there were eight scheduled Board meetings and details of attendance at these is shown on page 70. In addition, further unscheduled meetings may be convened where necessary to consider matters that are time sensitive in nature and cannot wait until the next scheduled meeting. In this year, subjects included acquisitions and the Group’s move from AIM to the Main Market of the LSE.
Matters discussed by the Board in the year
Regular updates
Financials
Projects
Governance and regulatory • Board changes • Reviews of Committee terms of reference • AGM arrangements • SMCR regime • Board effectiveness review • Modern Slavery statement • Internal Capital Adequacy and
Strategy
• CEO’s report, including business performance • Chief Financial Officer’s report • Co-Chief Investment Officers’ report • Chief People Officer’s report • Committee Chairs’ updates
• Annual and Interim Report and Accounts • Dividend payments recommendations • Budget and medium- term plan • Monthly performance MI
• The move to the Main Market of the LSE • Disposal of Brooks Macdonald International (“BMI”) • Acquisitions of LIFT- Financial Group (“LIFT”), Lucas Fettes Financial Planning (“Lucas Fettes”) and CST Wealth Management (“CST”)
• Business structure • Strategy • M&A • Acquisition integration
Risk Assessment (“ICARA”) review • Client money and
custody assets (“CASS”)
64
Brooks Macdonald Group plc Annual Report and Accounts 2025
Made with FlippingBook - professional solution for displaying marketing and sales documents online