An Issue of Trust

We make decisions involving large amounts of money. Often the decisions are risky, and have a significant bearing on the future of a given business and its employees. We have to exercise good judgement in making these difficult calls. In addition, we have to:

• Deliver what we say we will deliver. If there is a problem, we have to raise it as soon as we can, communicate it clearly and honestly, and try to resolve it fairly;
• Behave rationally, honestly and with integrity every time. In any deal there are scores of twists and turns along the way. People have to believe we will react sensibly to the many issues which will arise;
• Treat information with strict confidentiality;
• Deal with management and all issues that concern people with sensitivity, fairness and compassion;
• Make a responsible and worthwhile contribution as a Non-Executive Director. We don’t meddle, and we don’t think we’re always right, but we do have some experience and knowledge to bring to the boardroom table.

People also have to trust us on the big decisions which will come along as the deal progresses. Whether it’s a large capital expenditure, an acquisition, or the ultimate exit decision, it has to be rational, fair and well-informed. But it all comes back to quite a personal thing – no set of documents can anticipate every possible outcome, and fundamentally there just has to be that trust at the one-to-one level.

Chris Masterson
Chairman