ANIMALCARE GROUP PLC (“Animalcare” or the “Company”)

(The information in this statement was last reviewed on 10 December 2024.)

An Introduction from our Chairman

The Board provides effective leadership in promoting the sustainable long-term success of the Group. The Board values strong governance and recognises its importance in building a successful business. We have developed our governance structure to promote sustainable long-term growth and to assist in delivering against the Group’s strategy. I am pleased to present our Corporate Governance Statement, which summarises our approach to governance and provides information about how the Board and its committees operate.

The Company is listed on AIM and from September 2018 has been required to provide a statement of its compliance with a recognised corporate governance code. In 2018, the Board adopted the QCA Corporate Governance Code, an updated version of which was published in April 2018 (the “QCA Code”).

The Principles of Corporate Governance

Compliance with the QCA Code

We recognise the need for our governance practices and disclosures to continue to evolve in order to ensure that they support the growth and strategic progress of the Group and the effective application of these principles. Our approach to governance provides a framework of clearly established roles, policies and procedures designed to support our compliance with the QCA Code, the AIM Rules and other legal, regulatory and compliance requirements which apply to the Group. We regularly review our approach to governance to ensure that it develops in line with the Group’s strategic and longterm growth plans and shareholder expectations. The Board followed all 10 principles of the QCA Code during 2023. Following the publication of the updated QCA Code which will apply from the financial year 2025, the Board has started to consider the key changes and a review of our corporate governance framework will be carried out against the new QCA Code during 2024. Our review of the new code and how it will be applied will be reported on in our 2024 Annual Report and Accounts.

Supporting strategy through effective governance

The Board has collective responsibility for setting the Group’s strategic aims and objectives. Our strategy is articulated in the Strategic Report in our Annual Report and on our website, along with our business model. The Board considers the expectations of the Company’s shareholder base and its wider stakeholder and corporate social responsibilities when making decisions in furtherance of the Group’s strategic aims. The Board also has oversight of the Group’s internal control and risk management systems. Alongside evaluating commercial opportunities, the Board regularly considers and reviews the Group’s principal and emerging risks and ensures that effective and appropriate mitigation strategies are in place. During 2023, we have continued to review the operation of the Group’s risk management framework, as explained in our Audit and Risk Committee Report. Details of the risk management framework are set out in our Principal Risks section of our Annual Report.

Stakeholder engagement and corporate culture

The Board places great importance on effective engagement with key stakeholders and aims to understand the views and interests of stakeholders so that these can be appropriately considered as part of its decision-making. The Strategic Report in our Annual Report includes a description of how this engagement has worked in practice during 2023 and a statement about how the Directors have discharged their duty under s172 of the Companies Act 2006. We aim for a happy, well-motivated and committed workforce to deliver long-term success for the Group. As such, it is important to the Board that our employees know they are valued and recognise that our success depends on their continued invaluable contribution. This is reflected in the way that the Board and Senior Executive Team (SET) operate. A more detailed explanation of the Board and SET’s interaction and their monitoring of culture is given in the Corporate Governance Report in our Annual Report.

Build Trust

The Board recognises the importance of disseminating clear and understandable information about the Group and its activities and maintaining regular dialogue with our stakeholders to ensure we receive and consider their views. The Board receives information on the Group’s employee engagement programme, including details of the results of the annual employee engagement survey, and regular feedback from the Executive Directors on their discussions with shareholders, potential investors, suppliers, partners and customers.

Board evaluation

An internal Board evaluation was conducted in 2023 by way of individual meetings between the Chair and each member of the Board. More information on our Board evaluation process is provided in the Remuneration and Nomination Committee Report in our Annual Report.

Board Capabilities

The Board comprises experienced Directors who collectively have considerable expertise in the following areas:

  • Strong industry experience and knowledge of the animal health and pharmaceuticals sector
  • Leading organisational change and integration
  • Managing a global supply chain
  • Research and development
  • Business planning and development
  • Corporate finance and mergers and acquisitions
  • Financial
  • Risk management
  • Governance

Jan Boone*
Independent Non-Executive Chair
Animalcare Group plc
11 April 2024

 

* Jan Boone stood down as Chair and as a Director of the Company on 20 June 2024 and Ed Torr was appointed as Independent Non-Executive Chair.

Application of the QCA Corporate Governance Code published in April 2018 (“the New QCA Code”)

  Principle Application

1

Establish a strategy and business model which promote long-term value for shareholders

An explanation of the Group’s business model and strategy is included on pages 6 - 10 of the Animalcare Group plc Annual Report and Accounts for the year ended 31 December 2023 (“2023 Annual Report”).

2

Seek to understand and meet shareholder needs and expectations

The Company welcomes contact with its shareholders and the CFO’s and the Company’s Financial PR adviser’s contact details are set out in the Investors section of our website. IR Contacts.

Directors are available to discuss any matters that shareholders might wish to raise. They maintain communication with institutional shareholders, other investors and analysts through meetings, particularly following publication of the Group’s interim and full year preliminary results.

All shareholders are encouraged to attend the Annual General Meeting at which the Group’s activities are considered and questions answered. The Directors are available to listen to the views of shareholders informally immediately following the AGM.

Investor relations activity and a review of the shareholder register are quarterly items on the Board’s agenda.

General information about the Group is available on our website: www.animalcaregroup.com. This includes an overview of activities of the Group and details of all recent Group announcements.

3

Take into account wider stakeholder and social responsibilities and their implications for long-term success

The Company’s business model as set out on pages 6 and 7 of our 2023 Annual report describes the key resources and relationships on which the business relies.

The Group conducts employee surveys and has launched a leadership development and talent management programme. We also seek customer feedback through regular contact between account managers and our customers.

The Board has a good understanding of the needs, interests and expectations of the Company’s stakeholders and we will continue to articulate this in our disclosures going forward.

4

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

The Group has continued to strengthen its framework of risk management and internal control systems, policies and procedures. The Audit and Risk Committee is responsible for reviewing this framework to ensure that it operates effectively.

Our principal risks are described on pages 28 to 36 of our 2023 Annual Report, outlining risks to the business, their potential impact, how these are mitigated and the trend for each identified risk since the last reporting period.

Executive Directors meet at least monthly to review ongoing trading performance versus budget and forecasts and risks associated with ongoing trading and to consider opportunities to develop and grow the business. Senior management conduct quarterly business reviews and consider new risks and opportunities for the business. The Audit and Risk Committee considers risk at its meetings and reports its findings to the Board. The Board considers opportunities to develop and grow the business at regular meetings and formally reviews the principal risks to the business at least annually.

MAINTAIN A DYNAMIC MANAGEMENT FRAMEWORK

  Principle Application

5

Maintain the board as a well-functioning, balanced team led by the chair.

The names of the directors who served during the year ended 31 December 2023 are set out on pages 38 to 41 of our 2023 Annual Report.

The names of the current directors is available on our website: Board of Directors.

The Board comprises four Non-Executive Directors, three of whom are independent, and two Executive Directors.

Our Non-Executive Director, Marc Coucke, has appointed Els Degroote to act as his alternate director in the event of his absence from certain Board meetings.

Our 2023 Annual Report sets out the number of Board and Committee meetings held during the year and the attendance of directors at those meetings.

6

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

The names and relevant skills and experience of the current directors are available on our website: Board of Directors.

Our 2023 Annual Report sets out the skills and experience each director brings to the Board.

7

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

Each year the Board conducts a performance evaluation. An internal Board evaluation was conducted in 2023 by way of individual meetings between the Chair and each member of the Board. More information on our Board evaluation process is provided in the Remuneration and Nomination Committee Report on page 54 of our 2023 Annual Report.

8

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

The Board sets clear expectations concerning the Group’s culture and values.

We believe that by encouraging the right way of thinking and behaving across the Group, we will reinforce our corporate governance culture, enabling us to conduct business ethically and responsibly, drive our growth- and customer-focused, people-led strategy and deliver value for our shareholders.

The Board understands how important it is that it leads by example. The Group’s Code of Conduct, which is applicable to the Board and all employees, is our guide to doing business in the right way. It is complemented by more detailed rules and guidelines which are included in policies that cover the following areas: Good Business Practice, Respecting People, Safeguarding Information and Use of Information Technology.

9

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

The Board continues to develop procedures to ensure effective corporate governance of the Group.

The Chairman and Chief Executive Officer have separate, clearly defined roles. The Chairman is responsible for overseeing the Board and the Chief Executive Officer is responsible for implementing the Group’s strategy and for its operational performance.

The Board is responsible for taking all major strategic decisions and addressing any significant operational matters. The Board has a schedule of matters reserved for the Board which requires the following key matters to be considered and approved by the Board:

  • Strategy and Management
  • Structure and Capital
  • Financial Reporting and Controls
  • Internal Controls
  • Contracts
  • Communication
  • Board membership and other appointments
  • Remuneration
  • Delegation of authority
  • Corporate Governance matters
  • Policies

The Board has an Audit and Risk Committee and a Remuneration and Nomination Committee, which operate under written terms of reference.

The Audit and Risk Committee has the primary responsibility for monitoring the quality of internal financial controls and risk management systems, ensuring that the financial performance of the Group is properly measured and reported on, having due regard to the interests of its shareholders and other stakeholders. It reviews reports from the Group’s auditors relating to the Group’s accounting and internal controls and challenges both the external auditors and the Executive team, reporting its findings to the Board after each meeting.

The Remuneration and Nomination Committee works closely with the Board to consider succession planning and remuneration policy, having regard to the interests of its shareholders and other stakeholders.

The Schedule of Matters Reserved for the Board and the Board committees’ Terms of Reference are reviewed regularly and available on our website: Board and Committees.

The Board will continue to develop its governance framework as the Group evolves.

BUILD TRUST

  Principle Application

10

Communicate how the company is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders

Copies of previous Annual Reports and information about shareholder voting at previous Annual General Meetings of the Company can be found on our website.

Our 2023 Annual Report includes an Audit and Risk Committee report which gives details of the work undertaken during this year. These disclosures will be updated in our 2024 Annual Report.