Maintaining strong structure and control
Our management structure and business reporting process promote accountability
and knowledge sharing across the Group, keeping management responsive to performance
and trends in the business and the wider marketplace.
In 2009, the Board comprised a Non-Executive Chairman, 3 Non-Executive Directors
and 5 Executive Directors – Chief Executive, Group Finance Director, Chief
Operating Officer, Business Development Director and a part-time Executive Director.
From 1 March 2010, the Board comprises a Non-Executive Chairman, 3 Non-Executive
Directors and 4 Executive Directors. We are actively seeking to recruit further
Non-Executive Directors.
The Board is responsible for establishing, maintaining and reviewing the Group’s
growth strategy, financial performance, systems of internal control and Group-wide
policies. See Board members.
The Chief Operating Officer and the Divisional Directors are responsible for the
development and performance of the divisional businesses. They communicate and monitor
the application of Group-wide business objectives, policies, procedures and standards.
They work with and delegate responsibility to their management teams. See
Maintaining performance across
our divisions
Each of our business units prepares a comprehensive annual business plan. This includes
monthly revenue and cost forecasts for the year ahead, taking into account new service
and product developments and changes in the competitive landscape. The business
units’ financial plans feed into the Group financial model.
Monthly operational business (MOB) reviews focus on the performance of each business
unit in each division. Management teams assess each unit’s performance against
plan and discuss its ongoing development, determining how planned targets will be
met. These are forums to share knowledge and identify challenges early, develop
tactics, reallocate resources and refresh strategies. Board Executive Directors
attend divisional MOBs, ensuring they have a detailed knowledge of the progress
of the divisions and a monthly view of actual and anticipated performance against
business plans.