Renew’s vision is to safely and responsibly deliver essential engineering services to the country’s key infrastructure assets: “Engineering Infrastructure for the future”. In order to deliver a growing business in the challenging Specialist Building, Energy, Environmental and Infrastructure market sectors as a holding company we set overall standards for our subsidiary businesses through a formal governance framework which promotes best practice and knowledge sharing. The Group’s business model and strategy drive its corporate culture. 
 
The Board monitors and promotes a healthy corporate culture assisted by its senior management team who play a vital role in disseminating the Company’s shared values with all our employees. Within our subsidiary businesses, monthly management meetings are attended by at least one member of the senior management team and, along with annual events such as the Senior Management Conference, the Board is able to monitor and assess the Group's corporate culture on an ongoing basis.

Renew seeks to adhere to the principles of the QCA Corporate Governance Code (“QCA Code”) to the extent considered appropriate for a company of this size. The ten Principles of the QCA Code are set out below with details as to how Renew complies with that principle or an explanation as to why it does not.

We seek to deliver value to shareholders through our established and proven strategy, providing reliable capital growth alongside a progressive dividend policy. As a holding company, Renew grants a degree of autonomy to its operating subsidiaries, enabling them to be competitive and effective in their individual markets whilst setting overall standards. Our independently branded subsidiary businesses have expert knowledge in their individual markets and directly deliver engineering services aligned to the needs of our clients, many of whom are responsible for the long-term maintenance and renewal of national infrastructure networks.

Business model

Our long-term strategy is focused on continuing to develop our range of engineering services capabilities, both organically and through selective acquisitions in order to deliver value to our shareholders.

strat-image_02.jpg

Key challenges to the successful delivery of our business model and strategy include:

Loss of a major customer

As we have moved progressively into the Engineering Services business we have fewer, larger clients. We mitigate this risk by keeping close to our clients and by being seen as responsive, compliant, safe, innovative and proactive. The business strategy also includes ambition to grow our workshare with a number of other key clients such as London Underground and the Environment Agency.

Major project loss

We continue to mitigate this risk by ensuring rigorous selectivity procedures, carrying out thorough risk management and by maintaining first class records to enable effective management of any disputes. Projects within focus carrying risk are fully discussed in the business unit plans. Discontinued activities (predominantly Allenbuild related) continue to present legacy risk and new issues can still emerge that challenge the provisioning we have previously determined.     

Economic conditions

With uncertainty in the economic outlook there remains a risk of inflation in supply chain costs, particularly in the building sector in the South East. Our Specialist Building business in high quality residential has dealt with these increases well although as previously noted we have recently experienced a shift towards single stage tenders so this will become an increased area of focus over the strategic plan period. The strategic shift of the Group has naturally mitigated the effect of volatile economic conditions. We keep our workload trends and cost base under constant review to ensure we continue to act decisively to any change in conditions. As a predominantly direct delivery group there is also the threat of availability of suitably qualified and experienced resources to support our plans. This issue remains under constant review and is mitigated with training, development and successions plans in each of our businesses.

Management and succession planning

Continuity of business leadership is recognised as a critical factor in maintaining both short-term and longer-term business success. Succession planning and management is key to delivering this continuity. Each year, the Group carries out a review of succession planning and management in each subsidiary business. The primary focus was associated with Managing Director positions in the immediate and longer term. In conclusion, the review identified that, with the support from Group, appropriate leadership capability does exist to manage any disaster recovery event. 

Business continuity interruption

With the ever-increasing dependence on electronic communication and management systems in the conduct of our activities, the potential for a serious business interruption event has increased. This is amplified in our case due to our small number of large customers working in complex environments supporting critical networks. As a mitigation measure we have developed and shared best practice and introduced minimum standards. Improvement initiatives are ongoing but this threat will remain a feature of our business and one that will require continuous and diligent management.  

Business underperformance 

The plan assumes that all businesses perform at least in line with their established plans. 

The Group undertakes an annual strategic review process with each subsidiary business to review market trends, business operations and strategic objectives to support our continued success within our chosen markets. In order to strengthen our business model, the Group targets acquisitions that bring complementary skills, expanding the Group’s core capabilities and allow us to deliver a wider range of services to our clients.

Individual shareholders

Members of the Board have dialogue with individual shareholders during the year and the Chairman addresses shareholders at the Group’s Annual General Meeting (“AGM”) where questions are invited. Notice of the AGM is provided to shareholders at least 21 days in advance. Where resolutions at the AGM are dealt with by show of hands, the results of proxy votes are also announced by the Company Secretary. 
 
Financial and other information about the Group is available via the Company’s website: www.renewholdings.com. Shareholders can also find a link to the website of Link Asset Services Limited for details of their shareholding. 
 
Shareholders wishing to contact the Company directly should address communication to the Group’s Company Secretary, Sean Wyndham-Quin by email to info@renewholdings.com or by post to Renew Holdings plc, Yew Trees, Main Street North, Aberford, West Yorkshire LS25 3AA.

Institutional shareholders

The Chief Executive and Group Finance Director communicate with institutional investors frequently through formal meetings immediately following the Group’s interim and preliminary financial results as well as through capital markets presentations and informal briefings. It is the intention of the Directors to understand the objectives and concerns of its institutional shareholders through both direct communications and through analysts and broker briefings. 
 
The Group Finance Director is responsible for informing the Board of the views and concerns of its major shareholders. The Board makes itself available to meet with institutional investors as required to discuss matters as they arise. 

Shareholder engagement activities

November Preliminary results roadshow
January Annual General Meeting
May Interim results roadshow

 

By the effective management and control of our subsidiary businesses, we deliver the key elements of the Group’s business model and ultimately shareholder value. Our business is supported in this through its key resources and relationships.

Operating companies

Our Executive Directors are in daily contact with our subsidiary businesses. Each month the subsidiary management meetings are attended by at least one member of the senior management team. Our subsidiary businesses are supported by the central Renew team across its business functions. One example in the year was in health and safety where safety advisors from around the Group shared their knowledge and best practice at an internal forum. Similarly in IT, commercial, HR and finance knowledge sharing is key to achieving our improvement targets. Our Executive team frequently visits the Group’s subsidiary businesses and has an in-depth knowledge of their day-to-day operations. Communication between our subsidiary businesses and the Executive team is a critical element of the effective running of Group's operations. 

Employees

Effective communication with our employees is key to successfully managing our business. Renew’s subsidiaries benefit from Group-wide communications on shared topics including health and safety, HR, IT, commercial and finance policies and procedures. Our subsidiary businesses undertake a range of initiatives to engage with their employees including employee newsletters, social media channels and employee surveys. The Board recognises the critical role our employees play in the delivery of the Group’s success.

Customers

Strong communication with our customers is critical for our businesses to understand and deliver the requirements of their clients. The long-term nature of the work we undertake means this assists us in forging close working relationships where recognising both current and future requirements supports the entire life cycle of these relationships.

Shareholders

Communication with our shareholders takes place throughout the year and includes dialogue at our Annual General Meeting, through participation in investor and analysts site visits as well as meetings with institutional investors. The feedback we receive through these channels helps guide the structure of future communications. In addition to the Regulatory News Service announcements the Company releases we also provide information to shareholders via the Group’s website at www.renewholdings.com

Public

Our businesses work hard to ensure they effectively communicate with the public when undertaking their work. Our businesses hold public events to inform and update the public on the nature and progress of work as appropriate.

Where we receive feedback from the public on societal matters we would seek to amend our programme of works where possible to address any concerns raised.

The Executive Directors provide regular updates to the Board on the principle risks and controls across the Group, including the roles and responsibilities of key management in managing those risks. The Executive team works with its subsidiary businesses to identify and assess key risks in their businesses. It also facilitates the embedding and monitoring of the Board’s agreed risk management process within the business, under the direction of the Executive Directors ensuring controls are implemented effectively. 

The Group identifies the following risks to the Group: 

Loss of a major customer

As we have moved progressively into the Engineering Services business we have fewer, larger clients. We mitigate this risk by keeping close to our clients and by being seen as responsive, compliant, safe, innovative and proactive. The business strategy also includes ambition to grow our workshare with a number of other key clients such as London Underground and the Environment Agency.

Major project loss

We continue to mitigate this risk by ensuring rigorous selectivity procedures, carrying out thorough risk management and by maintaining first class records to enable effective management of any disputes. Projects within focus carrying risk are fully discussed in the business unit plans. Discontinued activities (predominantly Allenbuild related) continue to present legacy risk and new issues can still emerge that challenge the provisioning we have previously determined.     

Economic conditions

With uncertainty in the economic outlook there remains a risk of inflation in supply chain costs, particularly in the building sector in the South East. Our Specialist Building business in high quality residential has dealt with these increases well although as previously noted we have recently experienced a shift towards single stage tenders so this will become an increased area of focus over the strategic plan period. The strategic shift of the Group has naturally mitigated the effect of volatile economic conditions. We keep our workload trends and cost base under constant review to ensure we continue to act decisively to any change in conditions. As a predominantly direct delivery group there is also the threat of availability of suitably qualified and experienced resources to support our plans. This issue remains under constant review and is mitigated with training, development and successions plans in each of our businesses.

Management and succession planning

Continuity of business leadership is recognised as a critical factor in maintaining both short-term and longer-term business success. Succession planning and management is key to delivering this continuity. Each year, the Group carries out a review of succession planning and management in each subsidiary business. The primary focus was associated with Managing Director positions in the immediate and longer term. In conclusion, the review identified that, with the support from Group, appropriate leadership capability does exist to manage any disaster recovery event. 

Business continuity interruption

With the ever-increasing dependence on electronic communication and management systems in the conduct of our activities, the potential for a serious business interruption event has increased. This is amplified in our case due to our small number of large customers working in complex environments supporting critical networks. As a mitigation measure we have developed and shared best practice and introduced minimum standards. Improvement initiatives are ongoing but this threat will remain a feature of our business and one that will require continuous and diligent management.  

Business underperformance 

The plan assumes that all businesses perform at least in line with their established plans. 

Internal controls

The Directors acknowledge that they have overall responsibility for the Group’s system of internal control and for reviewing and monitoring its effectiveness. The system of internal control is designed to manage and mitigate, rather than eliminate, the risks to which the Group is exposed and therefore provides a reasonable, but not absolute, assurance against a company failing to meet its business objectives or against material misstatement or loss.
 
The Group operates a risk management process, which is embedded in normal management and governance processes. There is a system of self-examination of risk areas and controls by subsidiaries and departments within the Group. Where significant risks are identified, the probability of those risks occurring, their potential impact and the plans for managing and mitigating each of those risks is reported. The Group operates a series of controls which include the annual strategic planning and budgeting process, short, medium and long-term cash monitoring achieved by means of daily, weekly and monthly forecasts which are compared against budget and previous forecasts, clearly defined capital investment guidelines and levels of authority and a clear organisational structure within which individuals’ responsibilities are identified and monitored. These results and processes are monitored, updated, reviewed and considered by the Board. 
 
The Group has established a series of Group minimum requirements in a number of financial, commercial and operational areas with which each business within the Group must comply. The senior management team monitors and reviews compliance with these requirements on a regular basis. Due to the size and nature of the Group, the Board does not consider that a separate internal audit function is necessary. For the last twelve years and including 2018, the Group has carried out a programme of internal audit conducted by the Group Commercial Director and by members of the various subsidiaries’ finance teams. This system of peer review promotes best practice as well as ensuring that Group minimum requirements as to procedures and internal controls are being complied with. The reports from these internal audits are made available both to the Board and to the external auditor. 
 
Senior management and employees play a critical role in the identification of risk. Employees are often the first to become aware of risk and the effective communication between employees and senior management is considered key in this area.

Risk management framework

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Independence of non-executive Directors

The Board adopts the principles of the code regarding tenure of the Board and seeks to balance experience and the need to refresh the Board. In assessing the continued independence of Directors, where they have served more than nine years, the board considers their independence of judgement and ability to continue to challenge the board.
 
In respect of John Bishop who has served since 2006, the Board recognises that independence cannot be determined solely based on time served. Following due consideration, the Board is confident John Bishop remains independent.
 
Renew complies with the provision of Board independence as the Group has at least two indipendent non-executive Directors.

D M Forbes Non-executive Chairman Independent
D A Brown Non-executive Director Independent
J Bishop Non-executive Director Independent
P Scott Chief Executive Officer  
S Wyndham-Quin Chief Financial Officer  
A Liebenberg Executive Director  

Board Committees

The Board operates with a number of committees. John Bishop, the Senior Independent non-executive Director, acts as Chairman of the Audit Committee, David Forbes acts as Chairman of the Nominations Committee and David Brown chairs the Remuneration Committee. The Board delegates clearly defined powers to its Remuneration, Nominations and Audit Committees. Each of the Board’s Committees has carefully drafted terms of reference. 

Remuneration Committee

The Remuneration Committee, which comprises all the non-executive Directors, determines and agrees with the Board the framework and policy of executive remuneration packages, including bonuses, incentive payments, share options or awards and pension arrangements. 

Nominations Committee 

The Nominations Committee, which comprises all the non-executive Directors and Paul Scott, monitors the composition of the Board and recommends the appointment of new Directors. The Nominations Committee, with all Directors present, has held two meetings during the year to discuss nomination matters. 
 
The Nominations Committee terms of reference include:
(a) to review the structure, size and composition of the Board;
(b) to consider succession planning for Directors and senior executives;
(c) to identify and nominate, for approval by the Board, suitable candidates to fill Board vacancies; and
(d) to make recommendations to the Board on the contents of letters of appointment, Directors’ duties, re-appointment or re-election of Directors upon conclusion of a specified term or retirement by rotation.

Audit Committee 

The Audit Committee has held four meetings to consider Audit Committee business. The Audit Committee consists of all three non-executive Directors. The Executive Directors are invited to attend Audit Committee meetings but at least two meetings are held each year with the external auditor at which the Executive Directors are not present.
 
The Audit Committee considers the adequacy and effectiveness of the risk management and control systems of the Group and reports the results to the Board. It reviews the scope and results of the external audit, its cost effectiveness and the objectivity of the auditor. The Audit Committee monitors the non-audit work performed by the auditor to help ensure that the independence of the auditor is maintained. All fees paid to the auditor whether for audit or non-audit work are approved by the Audit Committee in advance. The Audit Committee also reviews the Interim statement, the preliminary announcement, the Annual Report and Accounts and accounting policies. 

General Purposes Committee

The Board forms a General Purposes Committee from time to time as it deems necessary. This Committee comprises any two of the Executive Directors as determined by the Board to consider individual business matters, which have been specifically delegated to it by the Board.

Board and Committee Meetings

The Board met formally eight times in the year ended 30 September 2018 with all Directors in attendance other than on three occasions. Committee meetings dealing with the daily business of the Company were held as necessary. The Board receives written and oral reports from the Executive Directors ensuring matters are considered fully and enabling Directors to discharge their duties properly. There is a formal schedule of matters reserved for the Board’s decision ensuring the maintenance of control over strategic, financial and operational matters.
 
The Directors attended the following meetings in the year ended 30 September 2018:

  Board Meeting Audit Committee Remuneration Committee Nominations Committee
David Forbes 8/8 4/4 4/4 2/2
David Brown 8/8 4/4 4/4 2/2
John Bishop 6/8 2/4 3/4 2/2
Paul Scott 8/8 2/2
Andries Liebenberg 7/8
Sean Wyndham-Quin 8/8

Board Effectiveness

Board composition

The Board comprises the independent non-executive Chairman, Chief Executive Officer, two Executive Directors and two independent non-executive directors. Brief biographies of the Directors can be viewed here.
 
Sean Wyndham-Quin was appointed as Chief Financial Officer on 29 November 2017. David Forbes was appointed as Chairman on the 31 January 2018. The Board comprises of three independent non-executive Directors and three Executive Directors. 

Time commitment

Directors are expected to commit as much time as is necessary to fully undertake their duties. Board members are expected to attend all Board meetings and committee meetings where they are a member and any additional meetings as requested.

Details of the Board members' skills and experience are noted in the Board of Directors section of this website.
 
The members of the Board bring a range of expertise on issues of performance, strategy and governance, which are vital to the success of the Group. The Board is satisfied that, between the Directors, it has an effective and appropriate balance of skills and experience.

Senior Independent Director

John Bishop is the Senior Independent Director and undertakes a key role in supporting the Chairman in the effective running of the Board.

Company Secretary

Sean Wyndham-Quin is responsible for assisting the Board in discharging their statutory duties and responsibilities as well as liaising with the Group’s shareholders and other stakeholder groups.

External advisors

To assist with the recent acquisition of QTS, the Group sought external advice from a number of advisors including on legal, financial, tax and insurance matters. In addition, for the recent appointment of a new Chief Financial Officer, a specialist executive search agency was engaged.

Professional development

Appropriate training, briefings and inductions are available to all Directors on appointment and subsequently as necessary, considering existing qualifications and experience. The Board members have many years of relevant experience and each is responsible for ensuring their continuing professional development to maintain their effective skills and knowledge.

Independent advice

Procedures are in place for the Directors to seek independent professional advice, if necessary, at the Company’s expense.

The Chairman and fellow members of the Board are responsible for making sure Board members are updated with information concerning the state of the business and its performance, and information necessary for them to effectively discharge their duties and responsibilities, in a timely manner.
 
Each year Board members are required to complete a questionnaire to evaluate both the Board as a whole and its individual members providing an opportunity for comment and suggestions for improvements. The responses to the surveys are provided to the Chairman who prepares a report and actions are shared with the Board. The formal Board review for 2018 is underway but not yet completed, we will include the criteria and some of its results in our 2018 Annual Report and website.
 
It is the intention of the Board that every three years the evaluation of the Board will be externally facilitated to assess the Board and its Committees to ensure they are equipped to support the Group’s evolving requirements. This process takes the format of an initial questionnaire followed by interviews and board observations. Areas of focus are identified, and an action plan prepared for the Board. 

Succession planning

Continuity of leadership is recognised as a critical factor in maintaining both short-term and longer-term business success. Succession planning and management is key to delivering this continuity. Each year the Board carries out its annual review of succession planning at both Board and subsidiary business level. 

Board 

The Nominations Committee considers succession planning for the Board each year, considering the challenges specific to the required role. The Chairman is responsible for overseeing the process of succession planning for the Board. In identifying suitable external Board candidates, independent executive search consultants will normally be used.

Senior management 

The executive level succession framework, which addresses senior management succession in the Group’s subsidiary businesses forms part of the subsidiary budget and strategic planning process and is reported to the Board on an annual basis.

Renew’s vision is to safely and responsibly deliver essential engineering services to some of the country’s key infrastructure assets: “Engineering Infrastructure for the future”. To deliver a growing business in the challenging Energy, Environmental and Infrastructure market sectors we set overall standards for our subsidiary businesses through a formal framework to promote best practice and knowledge sharing. The Board is responsible for ensuring the corporate culture is implemented throughout the business and it will continue to evolve the governance framework as we move through 2019. 
 
Our business model and strategy drive our corporate culture and in the year the Group focused on further developing its behavioural safety initiatives supported across the subsidiary businesses with campaigns to empower employees to improve the safety of their individual environments. 
 
The Board monitors and promotes its corporate culture assisted by its senior management team who play a vital role in disseminating the Company’s shared values with its employees. Within our subsidiary businesses, monthly management meetings are attended by at least one member of the senior management team. Regular executive management committee meetings are held with the involvement of all the Managing Directors and the senior management team. In conjunction with annual events including the Senior Manager’s Conference, the Board can assess the Group's culture on an ongoing basis.

Roles and responsibilities

Chairman

The Board, run by Chairman David Forbes, is responsible for Group strategy, results, direction, risk management and business performance. The Board is ultimately responsible for overseeing the success of the Group. 

Chief Executive

Chief Executive Paul Scott oversees the management of the business supported by his executive team with responsibility for delivery of the Group’s strategic direction and management of its day-to-day performance.

The Senior Independent Director

John Bishop is the Senior Independent Director and undertakes a key role in supporting the Chairman in the effective running of the Board.

Chief Financial Officer and Company Secretary

Sean Wyndham-Quin is responsible for assisting the Board in discharging its statutory duties and responsibilities as well as liaising with the Group’s shareholders and other stakeholder groups.
 
Appropriate training, briefings and inductions are available to all Directors on appointment and subsequently as necessary, taking into account existing qualifications and experience. 
 
Procedures are in place for the Directors to seek independent professional advice, if necessary, at the Company’s expense.

Board and Committee Meetings

The Board typically meets eight times a year with all Directors in attendance other than on three occasions. Committee meetings dealing with the daily business of the Company were held as necessary. The Board receives written and oral reports from the Executive Directors ensuring matters are considered fully and enabling Directors to discharge their duties properly. There is a formal schedule of matters reserved for the Board’s decision ensuring the maintenance of control over strategic, financial and operational matters.

Board Committees

The Board delegates clearly defined powers to its Remuneration, Nominations and Audit Committees. Each of the Board’s Committees has carefully drafted terms of reference.

Remuneration Committee

The Remuneration Committee, which comprises of David Forbes, David Brown and John Bishop, determines and agrees with the Board the framework and policy of executive remuneration packages.

Key responsibilities: 

  • Remuneration packages
  • Bonuses
  • Incentive payments
  • Share options or awards
  • Pension arrangements 
Nominations committee

The Nominations Committee, which comprises all the non-executive Directors and Paul Scott, monitors the composition of the Board and recommends the appointment of new Directors. 

Key responsibilities: 

  • Reviews the structure, size and composition of the Board
  • Considers succession planning for Directors and senior executives
  • Identifies and nominates, for approval by the Board, suitable candidates to fill Board vacancies 
  • Makes recommendations to the Board on the contents of letters of appointment, Directors’ duties, reappointment or re-election of Directors upon conclusion of a specified term or retirement by rotation
 Audit Committee

The Audit Committee consists of all three non-executive Directors. The Executive Directors are invited to attend Audit Committee meetings but at least two meetings are held each year with the external auditor at which the Executive Directors are not present.

Key responsibilities: 

  • Considers the adequacy and effectiveness of the risk management and control systems of the Group, and reports the results to the Board
  • Reviews the scope and results of the external audit, its cost effectiveness and the objectivity of the auditor 
  • Monitors the non-audit work performed by the auditor to help ensure that the independence of the auditor is maintained
  • Approves all fees paid to the auditor whether for audit or non-audit work in advance 
  • Reviews the Interim statement, the preliminary announcement, the Annual Report and Accounts and accounting policies 

The Board is responsible for ensuring thorough corporate governance is applied throughout its business and will be continuing to work towards improving its governance framework throughout 2019. The continued growth of the Group has necessitated further review and revaluation of the governance framework the Group applies. The acquisition of QTS Group in May 2018 saw the Group update its Group minimum requirements, a series of minimum standards in a number of financial and operational areas with which each business within the Group must comply. 

Board and Committee Meetings

The Board met formally eight times in the year ended 30 September 2018 with all Directors in attendance other than on three occasions. Committee meetings dealing with the daily business of the Company were held as necessary. The Board receives written and oral reports from the Executive Directors ensuring matters are considered fully and enabling Directors to discharge their duties properly. There is a formal schedule of matters reserved for the Board’s decision ensuring the maintenance of control over strategic, financial and operational matters.

Committee reporting

Audit report

The Audit Committee Repart is set out on page [.].

Remuneration report

The latest Remuneration Report is set out on page [.].

Shareholder engagement

We regularly engage with our shareholders including through results presentations and roadshows, our Annual General Meeting, investor and analysts site visits and institutional investor meetings. Feedback received via these channels is an important element of shaping the Group’s future communications. 
 
Corporate information (including all Company announcements and presentations) is available to shareholders, investors and the public in the Investors section of the Company’s corporate website, www.renewholdings.com/investors.  
 
The Chief Financial Officer and Company Secretary, Sean Wyndham-Quin, is the primary contact for all investor relations queries and can be contacted by email at info@renewholdings.com or by post at Renew Holdings plc, Yew Trees, Main Street North, Aberford, West Yorkshire LS25 3AA.

Shareholder voting

The tables below show the votes cast at the 2018 Annual General Meeting held on the 31 January and the subsequent General Meeting held on 26 February 2018. 

2018 Annual General Meeting voting results

The fifty-eighth Annual General Meeting of Renew Holdings plc was held at the offices of KPMG LLP, 1 Sovereign Square, Sovereign Street, Leeds LS1 4DA on the 31 January 2018 at 11.00am. All resolutions put to the meeting were passed.

  Voting for Voting against Voting withheld
Ordinary resolution 1
To receive, approve and adopt the Company’s audited financial statements for the year ended 30 September 2017 and the reports of the Directors and auditor thereon.
26,731,657 222,976 2,847
Ordinary resolution 2 
To declare a final dividend for the year ended 30 September 2017 of 6.00p per Ordinary Share in the capital of the Company to be paid on 13 March 2018 to shareholders who appear on the register at the close of business on 2 February 2018.
26,957,480 0 0
Ordinary resolution 3 
To re-elect Paul Scott as a Director of the Company. Mr Scott retires as a Director in accordance with the Company’s Articles of Association and offers himself for re-election.
26,921,866 35,054 560
Ordinary resolution 4
To re-elect David Brown as a Director of the Company. Mr Brown was appointed as a Director during the year and in accordance with the Company’s Articles of Association offers himself for re-election.
26,947,383 9,537 560
Ordinary resolution 5
To re-elect Sean Wyndham-Quin as a Director of the Company. Mr Wyndham-Quin was appointed as a Director during the year and in accordance with the Company’s Articles of Association offers himself for re-election. (Explanatory note: biographical details of Mr Scott, Mr Brown and Mr Wyndham-Quin are included in the Directors’ Report in the Annual Report and Accounts.)
26,808,420 48,500 100,560
Ordinary resolution 6
To approve the Remuneration Report for the year ended 30 September 2017.  (Explanatory note: this is an advisory resolution only.)
25,745,109 1,184,833 26,538
Ordinary resolution 7
To appoint KPMG LLP as auditor of the Company.
26,508,187 338,157 110,136
Ordinary resolution 8
To authorise the Directors of the Company to determine the remuneration of the auditor. 
26,850,693 102,085 4,702
Special resolution 9
THAT the Directors be and are generally and unconditionally authorised pursuant to and in accordance with Section 551 of the Companies Act 2006 (“Act”) to exercise all the powers of the Company to allot shares or grant rights to subscribe for or to convert any security into shares in the Company up to a nominal amount of £312,957 such authority to apply in substitution for all previous authorities pursuant to Section 80 of the Companies Act 1985 or Section 551 of the Act and to expire at the end of the Annual General Meeting in 2018 or on 25 April 2018 whichever is the earlier (unless renewed, varied or revoked by the Company prior to or on such date) but, in each case, save that the Company may make offers and enter into agreements before this authority expires which would, or might, require shares to be allotted or rights to subscribe for or to convert any security into shares to be granted after this authority ends and the Directors may allot shares or grant such rights pursuant to any such agreement as if this authority had not expired.
26,714,274 219,623 22,583
Special resolution 10
THAT, subject to the passing of resolution 9 above, the Directors be and are hereby given the general power pursuant to Section 570 of the Act to allot equity securities (as defined by Section 560(1) of the Act) wholly for cash pursuant to the authority given in resolution 9 above, as if Section 561(1) of the Act did not apply to any such allotment, provided that this power shall be limited to the allotment of equity securities:  (a) in connection with an offer by way of rights issue to holders of ordinary shares in proportion (as nearly as may be practicable) to their respective holdings of such shares, but subject to such exclusions or other arrangements as the Directors may deem necessary or expedient in relation to fractional entitlements, record dates, or any legal or practical problems under the laws of any territory, or the requirements of any regulatory body or stock exchange; and  (b) otherwise than in connection with a rights issue, up to an aggregate nominal amount of £312,957.  The power granted by this resolution will expire on 30 April 2019 or, if earlier, the conclusion of the Company’s next Annual General Meeting (unless renewed, varied or revoked by the Company prior to or on such date) save that the Company may, before such expiry make offers or agreements which would or might require equity securities to be allotted after such expiry and the Directors may allot equity securities in pursuance of any such offer or agreement notwithstanding that the power conferred by this resolution has expired.  This resolution revokes and replaces all unexercised powers previously granted to the Directors to allot equity securities as if either Section 89(1) of the Companies Act 1985 or Section 561(1) of the Act did not apply but without prejudice to any allotment of equity securities already made or agreed to be made pursuant to such authorities.
26,711,189 226,924 18,367
2018 General Meeting voting results

A general meeting of Renew Holdings plc was held at the registered office of the Company at Yew Trees, Main Street North, Aberford, West Yorkshire LS25 3AA on 26 February 2018 at 4.00pm. All resolutions put to the meeting were passed.

  Voting for Voting against Voting withheld
Ordinary resolution 1
To grant the Directors of the Company authority to allot shares, or grant rights over shares, up to an aggregate nominal amount of £2,086,382.
22,316,517 242,253 -
Special resolution 2 
In connection with the exercise of any authority granted pursuant to resolution 1, to disapply statutory pre-emption rights which would otherwise apply on an issue of shares for cash in connection with rights issues, or otherwise up to a maximum nominal amount of £312,957.
22,100,073 458,414 -