Eleco plc adheres to the Quoted Companies Alliance Corporate Governance Code for AIM listed companies.

The Board of Directors, which consists of the Non-Executive Chairman, Chief Executive Officer, Chief Finance Officer, and independent Non-Executive Directors, meets at least ten times throughout the year.

The Directors have access to independent professional advice in executing their duties on behalf of the Company.

Our corporate governance is broken down into 10 main principles.

Principle 1: Establish a strategy and business model which promotes long‐term value for shareholders.

Expanding Eleco’s sales and marketing capabilities, channel capacity and operational territories.

Continuing to strengthen Eleco’s financial position, whilst consolidating and simplifying its operations.

Eleco’s customers range significantly from main contracting companies, house builders, retailers, product manufacturers, staircase producers, architects and trades. Within these organisations, software users include project planners, estimators, property managers, designers, architects, engineers and maintenance managers. The UK government BIM mandate is gaining adoption internationally and Elecosoft is delivering key elements to the BIM process including project scheduling, cost estimating, building and specification management and asset maintenance. The construction sector is seeing changes as it digitises; companies seek to invest in technologies for the long‐term to deliver time and cost certainty, accuracy of information and de‐risk their projects.

The engineering and manufacturing industry, where Eleco also delivers specialist software solutions, is continuously seeking efficiencies in production. The industry commits to long‐term suppliers that deliver innovative and value-added applications.

Technology strategy
Eleco holds a broad technology portfolio which consists of desktop, web and mobile applications, 2D and 3D visualisation technology and sophisticated database systems. The skills are drawn from in‐house development teams based in the UK, Sweden and Germany.

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Principle 2: Seek to understand and meet shareholder needs and expectations.

The Group seeks to maintain and enhance good relations with its shareholders through a number of scheduled activities throughout the financial year including:

  • Interim and annual reports
  • Public announcements
  • Annual General Meeting

The Company’s interim and annual reports are supplemented by capital market presentations and through public announcements to the market on technological, commercial, and financial progress.

The Non-Executive Chairman and the Chief Executive Officer are primarily responsible for maintaining dialogue with shareholders, supported by the Company’s Nomad and broker (finnCap) and financial PR advisers (SEC Newgate). Communication with shareholders is given high priority by the Board. The Non-Executive Chairman, Chief Executive Officer and CFO have meetings with representatives of institutional shareholders and hold analyst briefings at least twice a year, following the announcement of the interim and full year results, but also on request at other times during the year as necessary. Following these meetings, the Company’s Nomad provide independent and anonymised feedback to the Board. The Company’s financial PR advisers also provide anonymised feedback to the Board on views of journalists and analysts.

The AGM is the principal forum for dialogue with private shareholders, and we encourage all shareholders to attend and participate. The Non-Executive Chairman together with all Executive and Non-Executive Directors as well as staff members, attend the AGM and are available to answer questions raised by shareholders. Where feedback is received directly from shareholders, this is brought to the attention of the Board.

The Board Directors also attend private investor events to provide a forum to meet the management team.

Principle 3: Take into account wider stakeholder and social responsibilities and their implications for long‐term success.

Eleco software applications have evolved over a number of years through close relationships with its customers.

The Board recognises that an essential part of its continued success is the support and involvement of its employees.

The Company supports communication through internal social media, internal video, audio and messaging, shared calendars, and team collaboration tools. Any employee can contact anyone within the Company through these tools.

Senior management meet regularly throughout the year to discuss business progress against Company and business objectives. Training is provided where necessary to enhance job performance and aid development. The Company reviews the benefits offered to employees annually.

The nature of Eleco’s software development business does not have a substantial impact on the environment compared with its former manufacturing businesses. However, the Company continues to recognise its activities that have an impact on the environment and acknowledges its responsibility to ensure it is minimised.

Ethics and values
Eleco aims for job satisfaction for all its employees, a safe and secure working environment and the feeling that their efforts are recognised with opportunity to develop their full potential. The Company recognises its customers’ needs for accuracy, customer service and quality of support at an affordable price.

Principle 4: Embed effective risk management, considering both opportunities and threats, throughout the organisation.

Internal control and risk management
The Board has overall responsibility for the Group’s system of internal control and for monitoring its effectiveness. However, such a system is designed to manage rather than eliminate the risk of failure and by its very nature can only provide reasonable and not absolute assurance against material misstatement or loss.

The Board has identified significant risks that the Group faces, key elements of the system of internal controls.

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Principle 5: Maintain the Board as a well‐functioning, balanced team led by the Non-Executive Chairman.

Composition of the Board
During the year the Board comprised of the Non-Executive Chairman, two Non‐Executive Directors (including the Senior Independent Director) and three Executive Directors (being the Chief Executive Officer, the Group Finance Director and one Executive Directors. The gender balance of the Board is 60% Male and 40% Female.

The Non-Executive Chairman is responsible for the effective leadership, operation and governance of the Board and its Committees. She ensures that all Directors contribute effectively in the development and implementation of the Company’s strategy whilst ensuring that the nature and extent of the significant risks the Company is willing to embrace in the implementation of its strategy are determined and challenged. The Chief Executive Officer is responsible for the management of the Group’s business and for implementing the Group’s strategy.

Each of the Non‐Executive Directors is considered independent of management and free of any relationship that could materially interfere with the exercise of their independent judgement. At the date of appointment Independent Non‐Executive Directors were assessed for independence against the main Corporate Governance code issued by the FRC in April 2016:

  • They have not been an employee of the Group in the last five years;
  • Has not had a material business relationship with the Group in the last three years;
  • Does not receive any remuneration other than directors’ fees and does not participate in the option scheme or is a member of the Group pension scheme;
  • Does not have any family ties with the company’s advisors, directors or senior employees of the Group;
  • Does not hold cross directorships or has significant links with the directors through the involvement with other companies or bodies;
  • Represent a significant shareholder;
  • Has not served on the Board for more than nine years.

The Board has established Audit, Remuneration and Nomination committees. The number of Board and Committee meetings and attendance records of Directors are set out in the Annual Report and Accounts.

In accordance with the Articles of Association, all Directors are required to retire and submit themselves for re‐election at least every three years by rotation. In addition, one third of the Board will retire and offer themselves for reappointment annually.

Principle 6: Ensure that between them the Directors have the necessary up‐to‐date experience, skills and capabilities.

The Board has ensured that both its Executive and Non‐Executive Directors have a wide range of skills in management, finance and technical expertise.

Serena Lang MBA (3)
Non-Executive Chairman
Serena was appointed to the Board as a Non-Executive Director in 2014 and became Non-Executive Deputy Chairman in May 2017.  In September 2020, she was appointed Executive Chairman and after a period of twelve months is now Non-Executive Chairman. Serena’s distinguished and multifaceted career includes working as an Executive Consultant at E&Y, where she was heavily involved in client M&A and integration activities, then onto BP’s group leadership team where she was VP Transformation in the downstream and latterly onto Invensys Plc (now part of Schneider Electric) running the highly profitable £130m North Europe and Africa Division of their international software and process businesses as well as being the VP in charge of the BP account globally. Serena brings a depth of experience to bear on the long term strategy of the business, international growth, merger, and acquisitions as well as software development.
Time commitment: Full time

Jonathan Hunter BBus. BMm.
Chief Executive Officer Appointed to the Board in June 2016 and with a bachelor’s degree in Business Management and Multimedia, Jonathan is responsible for implementing the Group’s strategy and has played a major part in the Group’s M&A activity since the commencement of his directorship. Having held a number of senior management positions within Eleco plc since joining in 2010, he played a fundamental role in the transition to a software group during and post divestment of the Building Systems division. His appointment as interim Chief Executive Officer in September 2020, which was made permanent in February 2021, follows three years as Chief Operating Officer with the Group. Jonathan is a member of the Institute of Directors and has continued to attend relevant professional training and coaching throughout the year.
Time commitment: Full time.

Robert Tearle ACMA
Chief Financial Officer
Robert was appointed Chief Financial Officer of Eleco plc in March 2021. Robert has a passion for technology in a changing environment with a career in Software/ SaaS, TMT and Fintech. He has taken an active role in international expansion being based overseas and increasing value through revenue growth, whilst being efficient with cash and minimising risk. Prior to Eleco, Robert held the position of CFO or Finance Director for numerous technology companies including Fintech/ SaaS businesses Hastee, Global Processing Services, Currency Cloud, with a focus on fund raising, M&A integration and strategic business plans. He holds a degree in Accounting & Finance from Kingston University and is ACMA qualified.
Time commitment: Full time.

Dr. Annette Nabavi
Senior Independent Non‐Executive Director

Paul Boughton FCA BSc (1,2,3*)
Non‐Executive Director
Appointed as a Non-Executive Director in March 2021, Paul is Chair of Quartix Technologies plc, the telematics and vehicle analytics company. He has 30 years of executive experience in identifying, negotiating and completing acquisitions in the USA and Europe. Paul spent 13 years as Business Development Director for Spectris plc, and subsequently held similar positions at IMI plc, Consort Medical plc and Brammer plc. He was a Non-Executive Director of London Bridge Software plc and Raymarine plc earlier in his career. Paul has a BSc in Business and Managerial Economics from the University of Hull and is a Fellow of the Institute of Chartered Accountants.
Time commitment: Two–four days per month

Mark Castle
Non‐Executive Director

*Independent Non‐Executive Director, 1 Member of the Audit Committee. 2 Member of the Remuneration Committee. 3 Member of the Nominations Committee

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Principle 7: Evaluate Board performance based on clear and relevant objectives, seeking continuous improvement.

The Board evaluation process
The Board’s individual Director’s performance is reviewed on an annual basis in February of each year and includes the other members of the Remuneration Committee, as the Remuneration Committee. The review looks at the individual and the Group’s performance and will look at any feedback from the Board members or Senior Executives in the Group along with individual company and the Group’s results. The committee will consider feedback on each Executive provided by the Non-Executive Chairman. The Remuneration Committee will then report back to the individual Director.

Having now adopted the Quoted Companies Alliance QCA Code, going forward the Board will now undertake a more formal review of the Board as a whole, its subcommittees and individual members. This will comprise questionnaires. The Board considered other ways of carrying out the Board evaluation in future but concluded that the questionnaire method with anonymised summary was an appropriate approach for the Company at this point in time. It is intended to carry out this process before the end of the financial year and continue to evaluate Board performance each year. To supplement the evaluation process, it was decided to ensure that the Non‐Executive Directors meet at least once per year without the Executive Directors to discuss their performance.

Training of Directors
Directors are required to keep their skills up to date in accordance with their professional qualifications. Non‐Executive Directors and Executive Directors are encouraged annually to undertake relevant training, courses are circulated to the Board by the Company Secretary or the Board members can identify courses themselves.

Succession planning
As is common with many small companies, the Company does not have internal candidates to succeed existing Directors. This will be kept under review, especially when recruiting for senior roles as vacancies arise. However, the Board does not believe it is appropriate to recruit additional Directors or senior personnel solely for the purpose of succession planning.

Principle 8: Promote a culture that is based on ethical values and behaviours.

The Group’s medium and long‐term success is underpinned by the Group’s employees and its corporate culture. Company culture is based on agile methodology supported by structured business targets and an enduring commitment to delivering customer satisfaction which drives the Group’s recurring revenues. Reputation is key to driving success and the Company promotes ethical behaviours to maintain its reputation within the industry. Teamwork and working as one is supported by investment in Group wide software communication systems that allow group collaboration.

The Company operates a flat structure with all staff having the access to discuss matters with the Executive’s Directors. Management teams meet monthly to promote communication, teamwork, and agility.

The Company has a long‐term incentive plan for directors and senior management to reward performance.

Principle 9: Maintain governance structures and processes that are fit for purpose and support good decision‐making by the Board.

Operation of the Board
The Non-Executive Chairman, along with the Executive Directors and Company Secretary, ensure that the Board functions effectively and has established Board processes designed to maximise its performance and effectiveness. Key aspects of these processes are:

  • The Board meets eight times during the year. These meetings, together with any Committee meetings, are generally held at the Group’s Head Office in London and are approximately one day in duration.
  • Each Board meeting has an over‐arching theme. These are budget, business strategy, long term plan, interim and final results.
  • In addition to the main meetings, the Board holds regular telephone board meetings to discuss issues of importance between the intervening board meetings.
  • Executive Directors and members of the senior management team make presentations covering progress against current strategy and objectives and ideas for future investment.
  • The Board delegates the day‐to‐day responsibility for managing the Group to the Executive Directors.
  • To enable the Board to discharge its duties, all Directors receive appropriate and timely information. Briefing papers are distributed by the Company Secretary to all Directors usually four working days in advance of Board and Committee meetings.
  • A monthly reporting pack containing management accounts with commentary and reports from each Executive is distributed to the Board on a monthly basis.
  • Meetings were held between the Non-Executive Chairman and the Non‐Executive Directors during the year, without the Executives being present, to discuss appropriate matters, as necessary.
  • The Non-Executive Chairman ensures that the Directors take independent professional advice where they judge it necessary to discharge their responsibilities as Directors at the Group’s expense. All members of the Board have access to the advice of the Company Secretary.

Matters reserved for the Board
The Board is responsible to shareholders for the proper management of the Group. There is a formal schedule of matters specifically reserved for the Board’s decision that covers key areas of the Group’s affairs, which include:

  • Overall responsibility for the strategy of the Group;
  • Corporate governance;
  • Review of trading performance and forecasts;
  • Risk management;
  • Board membership;
  • Communications with shareholders;
  • Approval of major transactions, including mergers and acquisitions; and approval of the financial statements and annual operating and capital expenditure budgets.

A table on the Directors’ attendance at meetings during the year is included in the Annual Financial Statements.

The Board operates a number of subcommittees, Audit, Remuneration and Nomination. Terms of reference for each committee can be found by using the following link or by referring to Principle 4 above.

Principle 10: Communicate how the Company is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders.

Having regard for Principle 2 above the Company held an investor roadshow in March 2021, the roadshow was organised by the Company’s Nominated Advisor and Broker, finnCap.

The Company held its AGM on the 6th May, 2021. All shareholders were invited to attend the AGM virtually by a written request. The company encouraged the use of proxy voting. All shareholders are invited to make use of the Group’s Annual General Meeting to raise any questions regarding the management or performance of the Company.