Corporate Governance


The StatPro Group plc Board oversees the Company’s strategy, financial reporting, risk management and regulatory compliance functions.

As Chairman it is my responsibility to ensure that the Board functions in the best interests of the Company. To this end, the non-executive directors meet twice a year (in addition to the full Board meetings) to review our performance and to identify areas where we can improve our effectiveness. This continual assessment incorporates the ten principles of the QCA Corporate Governance Code which encourages a broader review of the Board’s role, as opposed to being a one-off, box ticking exercise.

My relationship with our CEO and the interaction with the non-executive directors is of key importance for a climate of open communication and constructive debate. As part of ensuring the board performance effectiveness, we hold two formal combined Board (plc and GEB) meetings each year and there is continual dialogue in the meantime to ensure we are all aware of critical information.

Rory Curran

Rory Curran: My aim as Chairman is to create a diverse, inclusive and effective Board, which is fully informed about the business and able to provide the executive membership with an appropriate balance of challenge and support.



Last updated 18th April 2019 unless otherwise indicated.

StatPro Group plc is listed on the Alternative Investment Market of the London Stock Exchange (‘AIM’).The Board decided to apply the corporate governance code published by the Quoted Companies Alliance,the membership organisation supporting small listed companies.The most recent edition of the QCA Corporate Governance Code was issued on 25 April 2018.

The Code contains ten governance principles, and for each principle there is supporting guidance on its application.Code places particular emphasis on disclosure on how the Company is exhibiting good governance.

The information below is the Corporate Governance Statement for StatPro Group Plc. If there are any areas of the report you feel could be clearer, or more complete – please let us know at [email protected]



Principle 1:


QCA Code   Evaluation of StatPro practice

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

  The company has a clear strategy and business model. Full details of this can be found in the 2018 Annual Report on pages 4 to 17.

Our key recent strategic initiatives have focused around:

  • Innovation: broadening the functional and technical capabilities of the StatPro Revolution platform;
  • Direction: the cloud is our focus and has been since 2010, and;
  • Growth: of our cloud-based revenue, both organically and by acquisitions.

These are detailed on pages 16 & 17 of the 2018 Annual Report.

The key challenges to the business and how these are mitigated are detailed on pages 32 to 35 of the 2018 Annual Report.




The Board must be able to express a shared view of the company’s purpose, business model and strategy. It should go beyond the simple description of products and corporate structures and set out how the company intends to deliver shareholder value in the medium to long-term. It should demonstrate that the delivery of long-term growth is underpinned by a clear set of values aimed at protecting the company from unnecessary risk and securing its long-term future.



Principle 2:


QCA Code   Evaluation of StatPro practice

Seek to understand and meet shareholder needs and expectations.

  The Company works hard to ensure it understands the needs and expectations of shareholders. The Chairman makes himself available to the Group’s major shareholders to ensure that their views are communicated fully to the Board. The Group Chief Executive and the Group Finance Director have regular contact with major shareholders.

The Board recognises the AGM as an important opportunity to meet shareholders. The Board and its directors routinely attend the AGM and are able to respond to any questions raised by shareholders.

If voting decisions are not in line with the Company’s expectations, the Board will engage with those shareholders to understand better and address any issues.

We recognise that the annual report and the website could provide more information of the shareholder communication activities in the relevant year and the circumstances in which these took place. In our Annual Report, we have provided information on our shareholder communication and summarise any issues raised by major shareholders and the Company’s consequent actions.



Directors must develop a good understanding of the needs and expectations of all elements of the company’s shareholder base.

The Board must manage shareholders’ expectations and should seek to understand the motivations behind shareholder voting decisions.







Principle 3:


QCA Code   Evaluation of StatPro practice

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

NB Since publication of the QCA code, the Government has issued new disclosure regulations. Compliance with these will be adequate to meet the requirement of the QCA code for employee and other stakeholder engagement. These regulations require:

A statement in the strategic report of how directors have complied with their duty to have regard to the matters in S172 (1) (a)-(f) of the Companies Act 2006 (attention to stakeholders, including suppliers and customers);

A statement in the directors’ report summarising how directors have engaged with employees and taken account of their interests.

  The Group maintains regular lines of communication with customers and suppliers in order to survey their opinions and needs. Client conferences and other hosted events, are held regularly to determine how our products and services can be improved. Clients also use our help desk to provide us with useful feedback.

The Group regularly reviews the opinions and attitudes of employees. Every six months, we survey all staff on a range of topics using the Happiness Index® to ensure that any issues relating to staff morale and communication are addressed promptly.  We have also set up a specific communication channel within the Group’s collaboration tool to update employees after every Executive Board meeting on key decisions and their rationale. In 2019 the Board will continue to review the processes we use to inform and consult employees on the business and how they are affected.



















Long-term success relies upon good relations with a range of different stakeholder groups both internal (workforce) and external (suppliers, customers, regulators and others). The Board needs to identify the company’s stakeholders and understand their needs, interests and expectations.

Where matters that relate to the company’s impact on society, the communities within which it operates, or the environment have the potential to affect the company’s ability to deliver shareholder value over the medium to long-term, then those matters must be integrated into the company’s strategy and business model.

Feedback is an essential part of all control mechanisms. Systems need to be in place to solicit, consider and act on feedback from all stakeholder groups.



Principle 4:


QCA Code   Evaluation of StatPro practice

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

  The 2018 Annual Report (pages 32 to 35 of the report) provides a full analysis of principal risks and uncertainties in the business including the top six risks identified by the Board, and how the Board manages the risk.

Risk management is embedded in our Board and management processes. We will continue to review the disclosure of risk management in the annual report to see if we can improve how this is disclosed.








The Board needs to ensure that the company’s risk management framework identifies and addresses all relevant risks in order to execute and deliver strategy; companies need to consider their extended business, including the company’s supply chain, from key suppliers to end-customer.

Setting strategy includes determining the extent of exposure to the identified risks that the company is able to bear and willing to take (risk tolerance and risk appetite).



Principle 5:


QCA Code   Evaluation of StatPro practice

Maintain the Board as a well-functioning, balanced team led by the Chair.

  The Board is comprised of the Chairman, the Group Chief Executive, the Group Finance Director and three other non-executive directors, one of whom acts as the Senior Independent Director. The Board is responsible to shareholders for the proper management of the Company.

All directors have access to the Company Secretary, Andrew Fabian, who is responsible for Company secretarial matters and compliance with relevant statutory obligations. To enable the Board to discharge its duties, all directors have full and timely access to all relevant information.

The annual governance report provides full information on the workings of the Board and its committees (2018 Annual Report pages 36 to 39). Information is also provided on this website

Six scheduled board meetings were held in 2018. During the year, there were three audit committee meetings, four remuneration committee meetings and there was one nominations committee meeting. The number of scheduled board meetings and sub-committee meetings attended by each director during the year are shown in the attendance table on page 38 of the 2018 Annual Report.








The Board members have a collective responsibility and legal obligation to promote the interests of the company and are collectively responsible for defining corporate governance arrangements. Ultimate responsibility for the quality of, and approach to, corporate governance lies with the chair of the board.

The Board (and any committees) should be provided with high quality information in a timely manner to facilitate proper assessment of the matter requiring a decision or insight.

The Board should have an appropriate balance between executive and non-executive directors and should have at least two independent directors.  Independence is a board judgement.

The Board should be supported by committees (e.g. audit, remuneration, nomination) that have the necessary skills and knowledge to discharge their duties and responsibilities effectively.

Directors must commit the time necessary to fulfil their roles.



Principle 6:


QCA Code   Evaluation of StatPro practice

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

  Directors’ biographies appear on pages 40 to 41 of the 2018 Annual Report and demonstrate their range of relevant experience, bringing independent judgement to bear on issues of strategy, performance, resources, industry knowledge and standards of conduct. The Board recognises that with only one female director on the main board and none on the Group Executive Board, there is a gender imbalance at board level. The Board actively discusses this issue and aims to take steps to redress it. 

The Directors are investing in management training in 2019 which includes a programme to address this.

The Board occasionally takes external advice on a range of matters and where the directors believe that this is appropriate in order to reduce risks. 







The Board must have an appropriate balance of sector, financial and public market skills and experience, as well as an appropriate balance of personal qualities and capabilities. The Board should understand and challenge its own diversity, including gender balance, as part of its composition.

The Board should not be dominated by one person or a group of people. Strong personal bonds can be important but can also divide a board.

As companies evolve, the mix of skills and experience required on the board will change, and board composition will need to evolve to reflect this change.



Principle 7:


QCA Code   Evaluation of StatPro practice

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

  The Chairman is reviewing the processes and criteria the Board uses for collective and individual evaluation. This review is expected to be completed in time for the production of the Board Governance report next year.

At every AGM one third of the directors retire by rotation and may stand for re-election.











The Board should regularly review the effectiveness of it performance as a unit, as well as that of its committees and the individual directors.

The Board performance review may be carried out internally or, ideally, externally facilitated from time to time. The review should identify development or mentoring needs of individual directors or the wider senior management team.

It is healthy for membership of the Board to be periodically refreshed. Succession planning is a vital task for boards. No member of the Board should become indispensable.



Principle 8:


QCA Code   Evaluation of StatPro practice

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



  The Board aims to ensure the highest level of ethical behaviour within the business by all directors and staff in their dealings with all stakeholders. As part of this, a management training programme is underway in 2019 which includes improving general management skills and dealing with corporate culture and ethical issues and related matters such as discrimination. There is a whistle-blower policy in place which encourages any employee to report to the senior independent director any behaviours or matters which are cause for concern and which the employee does not wish to address with their line manager.

The Company operates with an open communication culture and has an annual Away Day for employees within each office to encourage openness of communication by all.  The Company holds regular office communication meetings providing feedback on initiatives and developments from the Board and local teams to ensure that relevant information and knowledge is shared. There are also social events outside office hours which promote team work. The Board believes that if people enjoy their work and have a good team spirit they operate more effectively.  The Company has established a Code of Conduct that it requires all staff to read and affirm. The code addresses a number of professional behaviour and ethical issues which requires all staff to behave with utmost integrity at work.

The people and culture section of our strategic report on pages 26 to 27 of the 2018 Annual Report details the ethical values and behaviours of StatPro.







The Board should embody and promote a corporate culture that is based on sound ethical values and behaviours and use it as an asset and a source of competitive advantage.

The policy set by the Board should be visible in the actions and decision of the chief executive and the rest of the management team. Corporate values should guide the objectives and strategy of the company.

The culture should be visible in every aspect of the business, including recruitment, nominations, training and engagement.  The performance and reward system should endorse the desired ethical behaviours across all levels of the company.

The corporate culture should be recognisable throughout the disclosures in the annual report, website and any other statements issued by the company.



Principle 9:


QCA Code   Evaluation of StatPro practice

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

  The corporate governance statement on pages 36 to 39 of the 2018 annual report details the company’s governance structures and why they are appropriate and suitable for the Company. The Company’s approach to corporate governance and the structure of its committees is also shown here.










The company should maintain governance structures and processes in line with its corporate culture and appropriate to its:

  • size and complexity
  • capacity, appetite and tolerance for risk

The governance structures should evolve over time in parallel with its objectives, strategy and business model to reflect the development of the company



Principle 10:


QCA Code   Evaluation of StatPro practice

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

  The Group carries out the following processes to ensure this vital communication is complete:

  • Communication of strategy and response to shareholder questions at the Company’s Annual General Meeting;
  • Presentation of the Company’s annual result and interim results to major shareholders, market analysts and financial journalists; and
  • Close liaison with advisers (corporate broker and NOMAD, PR advisers, lawyers, auditors) prior to any major transactions or strategic initiatives.

The Board recognises the AGM as an important opportunity to meet shareholders. The Board and its directors routinely attend the AGM and are able to respond to any questions raised by shareholders.

Communication practices with shareholders are described on page 38 to 39 of the 2018 annual report. In the next annual report, we will provide more information on our shareholder communications.






A healthy dialogue should exist between the Board and all of its stakeholders, including shareholders, to enable all interested parties to come to informed decisions about the company.

In particular, appropriate communication and reporting structures should exist between the Board and all constituent parts of its shareholder base.  This will assist:

  • the communication of shareholders’ views to the Board; and
  • the shareholders’ understanding of the unique circumstances and constraints faced by the company.

It should be clear where these communication practices are described (Annual Report or website).




The Board meets at least four times a year and has a formal schedule of corporate matters over which it has the final decision, thus ensuring that it exercises control over appropriate strategic, financial, operational and compliance issues. At its meetings the Board reviews trading performance, ensures adequate financing, sets and monitors strategy, examines investment and acquisition opportunities and discusses reports to shareholders. The directors can also take independent professional advice as appropriate at the Company’s expense. The Chairman meets at least once a year with the non-executive directors without the executive directors present.

Audit Committee

The Audit Committee is chaired by Jane Tozer. The Audit Committee also comprises the Chairman (Rory Curran),Mark Adorian and David Courtley, and meets at least three times annually.The Audit Committee receives reports from the Group’s external auditors and its meetings are also attended, by invitation, by the Group Finance Director.


The Audit Committee reviews the Company’s financial matters, as set out in written terms of reference, including the interim results and the Annual Report and Accounts, before their submission to the Board. It monitors the controls in force to ensure the integrity of financial information reported to shareholders.

The Board

The Board comprises the Chairman, the Group Chief Executive, the Group Finance Director and three other non-executive directors. The Board is responsible to shareholders for the proper management of the Company. Directors’ biographies appear on pages 40 to 41 and demonstrate their range of relevant experience, bringing independent judgement to bear on issues of strategy,performance, resources, industry knowledge and standards of conduct. The performance of the executive directors is reviewed annually by the non-executive directors. On resignation from the Board a non-executive director would be invited to provide a written statement to the Chairman for circulation to the Board if he or she were to have any unresolved concerns
about the running of the Company. 

During 2018, the Audit Committee considered a number of matters but the key issues related to the financial statements were:

  • Revenue recognition
  • Development costs
  • Acquisition accounting on ODDO-BHF
  • New accounting standards

The Audit Committee reviews the appointment of external auditors, discusses the nature and scope of the audit and reviews the external auditor’s remuneration, both for audit and non-audit work. The Audit Committee assesses annually the qualifications, expertise and resources, the independence of the external auditors, and the effectiveness of the audit process. The Board believes that owing to his substantial shareholding, Mark Adorian may not be considered independent under the QCA Corporate Governance Code, although the Board believes that Mark Adorian is independent of mind and continues to act in the interests of all shareholders. All directors have access to the Company Secretary, Andrew Fabian,who is responsible for Company secretarial matters and compliance with relevant statutory obligations. All directors have access to training to enable them to comply with their duties as a director. The Audit Committee reviews the whistleblower policy and process for staff and receives reports on any issues raised through this process. To enable the Board to discharge its duties, all directors have full and timely access to all relevant information. Jane Tozer is the Senior Independent Director and is available to the shareholders for any concerns which have not been resolved by contact with the Chairman, Chief Executive or other executives, or for which such contact is inappropriate.

Modern Slavery and Human Trafficking Statement 2018

1. Introduction

StatPro Group PLC (‘StatPro’) is committed to achieving and maintaining the highest standards of ethical conduct in its business practices. We also believe it to be our responsibility to encourage appropriate ethical behaviour in the Group’s companies and supply chains.

“It is shocking that in 2018, according to the International Organisation for Migration, 40.3 million people are estimated to be involved in modern slavery with 24.9 million of these in positions of forced labour” said Justin Wheatley, Group Chief Executive, StatPro. At StatPro, we are absolutely committed to preventing slavery and human trafficking in our corporate activities, and to ensuring that our supply chains are free from slavery and human trafficking. This involves taking a robust approach to ensure the prevention of modern forms of slavery and human trafficking”.

This statement explains the action StatPro has taken to understand all potential modern slavery risks related to its business and the steps it has taken to ensure that there is no slavery or human trafficking in our business and supply chains. This statement relates to actions and activities during the financial year 1 January to 31 December 2018. No incidents of modern slavery or human trafficking were reported within our business or supply chain during this financial year.

2. Organisational structure and supply chains

Founded in 1994, StatPro is an integrated cloud-based performance and risk platform designed to increase its client’s productivity and lower costs. The services StatPro offers includes cloud-based solutions for portfolio analysis, data and risk support services and detail analytics products to enable risk measurement, attribution and reporting.

StatPro currently serves around 500 clients and specialise in IT and Telecoms services and portfolio analytics.

StatPro employs a diverse workforce with professionals and other employees from many countries and cultures across our Group.

StatPro currently operates in the following countries:

  • Australia
  • Canada
  • France
  • Germany
  • Italy
  • Luxembourg
  • South Africa
  • United Kingdom; and
  • the USA

StatPro’s supply chain is predominantly with IT and telecommunications providers who are based in low-risk jurisdictions in Europe and North America.

StatPro undertakes a rigorous approach to procurement and ensures that all suppliers are subject to robust contractual constraints which are vetted by legal counsel in each jurisdiction to ensure compliance with applicable local laws.   

This structure ensures that we operate with a very low risk of slavery and human trafficking in our business and supply chains.

3. Steps taken to ensure modern slavery and human trafficking are not taking place in our business or supply chains

We impose the highest professional standards on all our employees and comply with all local laws and regulations applicable to our business. StatPro’s commitment to delivering a high standard of corporate governance in a socially responsible manner is documented in our policies and procedures.

StatPro is committed to developing further rigorous and robust training and policies that ensure the continual development of our working practices. These policies will be regularly reviewed and communicated to ensure that all StatPro personnel are fully aware of their obligations. 

StatPro promotes an open culture. All employees and workers are encouraged to report any concerns related to the business’ activities through StatPro’s whistleblowing procedure which is designed to make it easy to make disclosures, without fear of retaliation. This includes any circumstances that may give rise to an enhanced risk of slavery or human trafficking.

4. Performance indicators

4.1 StatPro reviewed its key performance indicators (KPIs) in light of the introduction of the Modern Slavery Act 2015.

4.2 As a result, we are currently planning the following actions that will be completed in 2019:

4.2.1 Require all staff to have completed a training and awareness campaign;

4.2.2 A formal evaluation and review of our existing key suppliers; and

4.2.3 An updated procurement policy that includes a Modern Slavery and Human Trafficking assessment prior to engagement with all new suppliers.

4.3 StatPro remains wholly committed to improving our processes to ensure that our business and our supply chains are free from modern slavery and human trafficking.

5. Board approval


Director’s signature: 



Director’s name:              Justin Wheatley

                                        Group Chief Executive


Date:                                 ………31/12/2018…………………