Corporate governance

QCA Code

The Company has a very robust financial profile and the Board’s role is to further enable the growth and development of the business. A critical feature of the Company’s business model is aligning the interests of the Insolvency Practitioner and their lawyers to get fair returns for Creditor Estates.

The principle of fairness runs through the daily business of the Company. Board appointments are also made on the basis of understanding and endorsing that principle. It is also reflected in the Board and management team’s promotion of a Company culture of integrity and trustworthiness.

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Deliver growth
  • Establish a strategy and business model which promotes long-term value for shareholders

    Through the regular management reports provided to the Board, delivery of the strategy is closely monitored and management is challenged to ensure a disciplined approach is maintained to case selection and oversight, both of which are key to ensuring our investments deliver good returns.

    The Board also monitors the actions management is taking to establish and cement the strong relationships within the insolvency sector which will ensure the business is well-placed to benefit from high quality case opportunities.

  • Seek to understand and meet shareholder needs and expectations

    Our regular meetings with institutional investors and our Annual General Meeting provide important opportunities for dialogue with our shareholders and feedback from those conversations is shared with the Board to ensure all Directors are properly informed of shareholder views.

    The Executive Directors of the Board, Steven Cooklin and Mark Tavener, are primarily responsible for shareholder liaison but the Chairman and other Non-Executive Directors may also be contacted by investors where appropriate.

    Shareholders wishing to contact the Company can find contact details here.

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

    Manolete performs an important role by providing an alternative option for Insolvency Practitioners to pursue claims on behalf, and for the benefit, of creditors. We nurture positive relationships with insolvency industry partners as these will, over the long-term, deliver benefits for the business.

    These values of good conduct and fairness also extend to our employees and suppliers, all of whom are important resources for the business and its long-term success.

    Through our dealings with Insolvency Practitioners and advisers, we are able to understand the extent to which our business model is favoured by many of them over more traditional options available to them to recover funds.

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

    The Board actively monitors risks including case selection and management and the procedures which underpin these vital elements of the business. It has approved considerable strengthening of the in-house team and regional network of lawyers in order to reduce reliance on key individuals and has been pleased to note good progress in enhancing the rigour of internal processes and controls.

Maintain a dynamic management framework
  • Maintain the board as a well-functioning, balanced team led by the chairman

    The Board is working effectively as a team. Meetings are well-structured, with appropriate and timely information provided to enable adequate preparation. Discussions are conducted in an open and transparent manner and all Directors feel free to express their views and challenge management, both in formal meetings and on other occasions.

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

    The three independent Non-Executive Directors each have a range of skills and experience which, collectively with the Executive Directors, enable strong oversight and leadership of the business.

    Mark Tavener was appointed Chief Financial Officer and Executive Board Director in October 2019. He is a fully qualified Chartered Accountant and brings considerable experience to the role.

    Since appointment, each Non-Executive Director has taken steps to develop their understanding of the business and its processes. This has included detailed questioning at Board and committee meetings, time spent with individual members of staff and attendance at investment committee meetings. These and other development activities will continue.

    The Board and its Committees are supported by an experienced independent Company Secretary who provides advice and guidance on corporate governance best practice, board processes and regulatory compliance. Lee Manning is the Senior Independent Director.

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

    The Board has reviewed the governance arrangements adopted at IPO to ensure they are considered appropriate. During 2019 the Board undertook its first formal annual evaluation exercise which was conducted by a series of questionnaires analysing individual and board effectiveness.

    The exercise comprised a detailed questionnaire completed by each Director, with the results compiled into a formal report which was then discussed by the Board. Actions arising from the evaluation have been addressed and a further evaluation will be carried out in 2020.

    The Chairman evaluates the performance of the other Directors, individually and as a whole, with the Senior Independent Director evaluating the Chairman’s performance.

    The Board is conscious of the need for appropriate succession planning and keeps such matters under review.

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

    Manolete’s business is founded on principles of fairness and high standards of conduct which support our relationships with Insolvency Practitioners for the long-term benefit of the business.

    The Board has adopted a number of policies, including anti-bribery and corruption and whistleblowing policies, which ensure the team understands the ethical expectations placed upon them.

    By promoting a business model which values and encourages the establishment and maintenance of strong relationships with partners based on our culture of fair dealing, the Board makes clear the behavioural standards required by everyone in the Company.

    The Company has also drawn up its own Environmental, Social and Governance (ESG) policy which includes a Code of Conduct. This Code contains the fundamental business principles that set these standards and guides our conduct across the Company and in our business dealings. The Company expects all business associates to follow the principles set out in the Code.

    In turn this demands that the Company, its Directors and its employees operate in an honest, professional and ethical manner which is essential for our reputation as well as building trust and respect with our key stakeholders including customers, business associates, employees, communities and shareholders.

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

    Our corporate governance practices are compliant with the QCA Code and have been designed to be appropriate to the business, its size, challenges and resources. They will be kept under review and are likely to evolve as the business develops.

    The roles of the Chairman, who is responsible for leading the Board and governance arrangements, and the Chief Executive Officer, who is responsible for implementing strategy and managing the business on a day-to-day basis, are also well understood.

Build Trust