Nomination Committee report continued
Induction programme The Company arranged an induction
however, we have also sought to strengthen our Executive Committee by bringing in talented individuals from outside the business. Further details can be seen on page 61 to 63. Diversity, equity and inclusion The Committee takes an active role in setting and monitoring diversity objectives and strategies undertaken by the Group and embraces the benefits of having a diverse Board drawing on the knowledge, understanding, skills, experience and expertise of individuals from a range of backgrounds. As part of this, and following the Company’s move to the Main Market of the LSE, the Committee will lead the introduction of a formal, written Board Diversity Policy during the current financial year. Already, whenever external search consultancies are used in the recruitment of Board and senior members of management, they are asked to provide diverse lists of candidates, and the Committee strongly supports management’s efforts to nurture an inclusive culture within the Group. Diverse perspectives, experiences and backgrounds across our workforce help us better understand the needs of our clients and, therefore, to grow the business. Currently, three of our seven Directors are female (42.9%) and two of the senior positions, CEO and CFO, held by females. None of our Board are from a minority ethnic background but we will continue to seek diverse lists of candidates and would expect that to change over time. Across senior management as a whole, 44 individuals (65%) are male and 24 (35%) are female. The table that accompanies this report gives further details of the diversity across our Board and executive team.
Further details on the Group’s approach to diversity are included in the Responsible Business section of the Strategic Report on page 35. Board effectiveness The Committee is responsible for overseeing an annual evaluation of the Board, its Committees, the Chair and individual Directors. This includes a review of the composition, diversity and effectiveness of the Board and its Committees and the contribution of each Director. This year’s Board evaluation was carried out internally in June and July 2025. A secure, online questionnaire was employed, which ensured the anonymity of responses received. This provided an opportunity for each of the Directors to review the processes and procedures of the Board and to scrutinise the performance of themselves and their colleagues. The feedback received was very positive in nature, both concerning the Board as a whole and its Committees. A small number of points were raised for further consideration: • There was a desire to have a greater number of informal gatherings where ideas and observations can be socialised. • Greater clarity in Board papers around what is being requested from the Board as sometimes the objective of papers is not clear. • While more and better data was now being provided to the Board, the Directors
The Chair undertook to discuss these matters with his colleagues and agree an action plan to address them. The progress against these actions will be reported on in next year’s Annual Report and Accounts. Following the Company’s move to the Main Market, the use of an externally facilitated Board evaluation will also receive consideration for a future year.
programme for Katherine, which involved a variety of presentations and meetings with people from both inside and from outside the Company. These included an overview of the Group, its structure, strategy and performance ,as well as sessions with those responsible for each individual business area. External meetings included those around Directors’ Senior Managers and Certification Regime (“SMCR”) and other regulatory responsibilities, together with a briefing from the Company’s brokers giving a market overview and explaining the requirements of AIM, which the Company was listed on at that time. Talent development and succession planning The Committee is committed to maintaining an effective policy for the orderly succession of Executive Directors, Executive Committee members and other senior management roles across the business. As detailed last year, Andrea’s appointment as CEO was part of the Company’s succession planning strategy for that role. The Committee is keen to support management in driving a high-performance culture across the Group, strengthening leadership and management and enhancing skills and capabilities. Our Management Excellence Programme is a structured development plan designed to build core leadership skills and help create our next generation of leaders. Further information on the Group’s approach to succession planning and leadership development can be found in the Responsible Business section on page 35. As well as developing our own talent,
Last year, a small number of issues for deliberation were raised in the Board
evaluation. Over the course of the year, the Company took steps to address these matters in order to assist the Board in improving its performance. Further details of the actions involved are given below: • The Board was keen to have more exposure to the next level down of management and business leaders and to visit other offices – During this year, as well as individuals attending Board meetings, we have arranged presentations
from staff members on a number of topics, particularly in the area of
technology. In addition, we have a Board meeting arranged in Edinburgh later in the year where the Board will be able to meet members of the local team. • More data on the Company’s client base and the risks and opportunities that presents – Data around the Company’s client base has been a driver of the strategic changes agreed in the year, with the data behind this being presented to the Board.
were keen to see greater analysis and leveraging of it, especially through AI.
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Brooks Macdonald Group plc Annual Report and Accounts 2025
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