47153 AG Barr Annual Report 2025 AW4 SQ WEB - Flipbook - Page 76
A.G. BARR p.l.c. Annual Report and Accounts 2025
CO R P O R ATE
G OVE R N A N C E R E P O R T
CO N TI N U ED
Key Stakeholder
Form of Engagement
How This Stakeholder Group Influenced Board/Committee Discussions and Decisions
Employees
continued
The Board assesses the effectiveness of engagement
with employees through a number of metrics, including
the results of the “Everyone Barr None” employee
engagement survey, pulse surveys, turnover and
absenteeism data, exit interview data and employee
‘speaking up’ data.
The Board regularly reviews various employee metrics throughout the year,
including turnover and absenteeism data.
Employee feedback influences the Company’s approach to diversity, equity,
and inclusion (DE&I). Employee feedback also influenced the Board’s
decision to approve the launch of a new Save As You Earn (‘SAYE’) scheme,
over a three or newly introduced five-year period, which further supports
long-term employee ownership and engagement.
During the year, the Board considered and showed its continued support
of the Group’s People Strategy “Being Your Best Barr None”. The strategy
continues to be developed following ongoing engagement with and input
from employees across the Group.
During the year, the Board reviewed employee ‘speaking up’ data and
reviewed and approved the Company’s Speaking Up policy and associated
procedures, and approved the Company’s 2024 Gender Pay Report.
The Board authorised the transfer of workforce engagement from
the scope of the Nomination Committee to the scope of the ESG Committee,
therefore highlighting the Board’s commitment to expanding the scope of
the ESG Committee and the continued prominence of workforce
engagement. The Board approved the workforce engagement terms
of reference following recommendation from the ESG Committee.
Throughout the year, the Nomination Committee regularly discussed and
considered succession planning for senior management. The Remuneration
Committee reviewed and discussed wider workforce remuneration as part
of its review and approval of executive director remuneration.
Government
We engage with governments and political bodies in
an open and constructive manner on issues which affect
our business, both directly and through relevant trade
associations such as the British Soft Drinks Association
(‘BSDA’).
During the year much of our government engagement
continued to be related to the introduction of a UK-wide
DRS. We took steps to communicate our position on
key implementation matters to ensure our views were
understood and where possible taken into account in
decision-making.
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Updates on engagement with UK and devolved governments and political
bodies were provided to the Board by the Chief Executive Officer
throughout the year and influenced Board discussions. This engagement
also shaped internal activity in relation to these areas during the year.
Our insights and understanding from engagement with UK and devolved
governments and political bodies during the year informed the Board’s
discussions and decisions regarding the annual budgeting and long-term
strategic planning processes for the Group.
Reviews of the regulatory framework under which the Group operates
are presented to the Board on a regular basis and inform the Board’s
discussions and were factored into decision-making regarding capital
expenditure, annual budgeting and areas of business development,
including those related to Government changes to national insurance
contributions, extended producer responsibility (‘EPR’) regulations and
deposit return schemes for the UK and Republic of Ireland, all of which
have been factored into the Company’s strategic planning, which the
Board has considered.
