Governance
Setting ourselves up for success
Section 172 of the Companies Act 2006 requires the directors to act in the way
they consider, in good faith, would be most likely to promote the success of the
charity to achieve its charitable purposes. The Act states that in doing so, the
directors should have regard, amongst other matters, to:
• The likely consequence of any decision in the long term.
During 2023 we launched an open strategy process to help us decide what
Macmillan's vision for the future should be and understand how Macmillan
needs to transform to adapt to the changing external landscape. We
consulted with people with lived experience of cancer, our colleagues, health
professionals, volunteers, supporters and partners to ensure we shape our
future with the people and communities we are here to serve. In 2024, we
will review all our insights and decide how Macmillan is going to evolve to be
fit for the future. For more information on Macmillan's next chapter, see from
page 56.
• The interests of the company's employees.
Our colleagues are vital to Macmillan and we regard ongoing, regular
engagement with them as a top priority. We measure colleague engagement
through regular surveys and strive to address any issues raised through these
as quickly as possible. Feedback from Our Voice, our colleague representation
forum, is shared with our Executive Team and trustees. We have networks to
bring together and represent specific groups of employees, aimed at helping
to establish a sense of community and support, as well as providing social
and professional networks. We continue to hold regular webinars and other
events to keep colleagues updated and maintain engagement. All colleagues
have access to wellbeing support and there are appointed Wellbeing
Champions and Mental Health First Aiders throughout the organisation to
support colleagues.
• The need to foster the company's business relationships with suppliers,
customers and others.
Our relationships with partners and suppliers are key to our effectiveness.
Each one has an individual staff member as their relationship manager, and
we work with them closely to develop a mutually-beneficial relationship.
We actively encourage feedback from them to help us learn and improve
how we do things. We also undertake a regular review cycle of key supplier
relationships and the trustees receive regular reports on customer feedback.
• The impact of the company's operations on the community and
the environment.
We are committed to be an environmentally responsible organisation and
will seek to reduce the longer-term social and environmental impact of our
operations. We are in the process of strengthening our monitoring of progress
against our ESG performance, by creating regular reporting with increased
governance aligned to our new strategy and operating model. We plan to
share ESG metrics with the Board of Trustees and Executive Team to help
with decision-making. More information can be found on our environmental
sustainability progress from page 65.
• The desirability of the company maintaining a reputation for high
standards of business conduct.
Our reputation and maintaining public trust in Macmillan is fundamental to
our future success. We use our organisational values in our recruitment and
training for both employees and volunteers to ensure that we maintain high
standards and these are used as a performance measure in our appraisal
processes. Our procurement and ethical policies and procedures ensure that
our values are also a key part of our selection of partners and suppliers.
• The need to act fairly between members of the company.
We aim to be a fully-inclusive organisation which is relevant and accessible
for anyone living with or affected by cancer. We will not unfairly discriminate
against anyone.
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Environmental, social
and governance review
Financial review
Strategic report
Overview Financial statements Thank you